{"product_id":"governance-as-leadership-9780471684206","title":"Governance as Leadership","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eGovernance as Leadership redefines nonprofit governance and prepares readers to govern more effectively in light of an expanded concept of governing. This book proposes to use generative governance as a complement to other governing strategies and develops strategies and tactics for practicing this new type of governance.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"Governance as Leadership remains necessary reading for its intended audience as well as for the academic audience at large.\" (\u003ci\u003eThe Journal of Higher Education\u003c\/i\u003e; Nov\/Dec 2007)\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eAbout Boardsource.  \u003cp\u003eAbout the Authors.\u003c\/p\u003e \u003cp\u003ePreface.\u003c\/p\u003e \u003cp\u003eAcknowledgments.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1:\u003c\/b\u003e \u003cb\u003eFirst Principles.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePrinciple One: Nonprofit Managers Have Become Leaders.\u003c\/p\u003e \u003cp\u003ePrinciple Two:Trustees Are Acting More Like Managers.\u003c\/p\u003e \u003cp\u003ePrinciple Three:There Are Three Modes of Governance, All Created Equal.\u003c\/p\u003e \u003cp\u003ePrinciple Four:Three Modes Are Better Than Two or One.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2:\u003c\/b\u003e \u003cb\u003eProblem Boards or Board Problems?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProblems of Performance.\u003c\/p\u003e \u003cp\u003eFrom Problems of Performance to Problems of Purpose.\u003c\/p\u003e \u003cp\u003eSome Official Work Is Highly Episodic.\u003c\/p\u003e \u003cp\u003eSome Official Work Is Intrinsically Unsatisfying.\u003c\/p\u003e \u003cp\u003eSome Important Unofficial Work Is Undemanding.\u003c\/p\u003e \u003cp\u003eSome Unofficial Work Is Rewarding but Discouraged.\u003c\/p\u003e \u003cp\u003eThe Challenge of Reform.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3:\u003c\/b\u003e \u003cb\u003eType I Governing: Fiduciary.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eType I Governing.\u003c\/p\u003e \u003cp\u003eThe Type I Mental Map.\u003c\/p\u003e \u003cp\u003eThe Type I Board.\u003c\/p\u003e \u003cp\u003eAssessing the Problems.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4:\u003c\/b\u003e \u003cb\u003eType II Governing: Strategic.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNonprofits Enter the Marketplace.\u003c\/p\u003e \u003cp\u003eBoards and Formal Strategy: A Type I Approach to Type II Work.\u003c\/p\u003e \u003cp\u003eStrategic Disillusionment.\u003c\/p\u003e \u003cp\u003eStrategic Thinking: Beyond a Type I Mindset.\u003c\/p\u003e \u003cp\u003eGoverning in Type II Mode.\u003c\/p\u003e \u003cp\u003eThe Evolution of Strategic Governance.\u003c\/p\u003e \u003cp\u003eProcesses and Structures for Type II Governing.\u003c\/p\u003e \u003cp\u003eImplementing Strategy.\u003c\/p\u003e \u003cp\u003eWhy Not Just Types I and II?\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5:\u003c\/b\u003e \u003cb\u003eType III: Generative Thinking.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Power of Generative Thinking in Organizations.\u003c\/p\u003e \u003cp\u003eInside the Black Box of Generative Thinking.\u003c\/p\u003e \u003cp\u003eToward Generative Governing.\u003c\/p\u003e \u003cp\u003eLeadership as Governance: Executives Displace Trustees.\u003c\/p\u003e \u003cp\u003eGovernance by Default: Trustees and Executives Disengage.\u003c\/p\u003e \u003cp\u003eGovernance by Fiat: Trustees Displace Executives.\u003c\/p\u003e \u003cp\u003eType III Governance: Trustees and Executives Collaborate.\u003c\/p\u003e \u003cp\u003eCan Boards Do It?\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6:\u003c\/b\u003e \u003cb\u003eType III: Generative Governing.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing a Type III Mental Map of the Organization.\u003c\/p\u003e \u003cp\u003eRecognizing Generative Landmarks.\u003c\/p\u003e \u003cp\u003eGenerative Landmarks.\u003c\/p\u003e \u003cp\u003eEmbedded Issues.\u003c\/p\u003e \u003cp\u003eSpotting “Triple Helix” Situations.\u003c\/p\u003e \u003cp\u003eWorking at the Boundary.\u003c\/p\u003e \u003cp\u003eWorking at the Internal Boundary.\u003c\/p\u003e \u003cp\u003eWorking at the External Boundary.\u003c\/p\u003e \u003cp\u003eLooking Back: The Future in the Rear-View Mirror.\u003c\/p\u003e \u003cp\u003eDeliberating and Discussing Differently.\u003c\/p\u003e \u003cp\u003eThe Cardinal Rule: Suspend the Rules.\u003c\/p\u003e \u003cp\u003ePromoting Robust Dialogue.\u003c\/p\u003e \u003cp\u003eMind the Mode.\u003c\/p\u003e \u003cp\u003eThe Payoffs.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7:\u003c\/b\u003e \u003cb\u003eWorking Capital That Makes Governance Work.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntellectual Capital.\u003c\/p\u003e \u003cp\u003eReputational Capital.\u003c\/p\u003e \u003cp\u003ePolitical Capital.\u003c\/p\u003e \u003cp\u003eSocial Capital.\u003c\/p\u003e \u003cp\u003eCapitalizing on Trustees.\u003c\/p\u003e \u003cp\u003eChapter 8: Where to Next?\u003c\/p\u003e \u003cp\u003eIs the Game Worth the Candle?\u003c\/p\u003e \u003cp\u003eDiagnostics.\u003c\/p\u003e \u003cp\u003e“Attractive Nuisances”.\u003c\/p\u003e \u003cp\u003eA New Covenant.\u003c\/p\u003e \u003cp\u003eComing Full Circle.\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402653344087,"sku":"9780471684206","price":60.3,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780471684206.jpg?v=1730481129","url":"https:\/\/bookcurl.com\/products\/governance-as-leadership-9780471684206","provider":"Book Curl","version":"1.0","type":"link"}