Leadership in Non-Profit Organizations tackles issues and leadership topics for those seeking to understand more about this dynamic sector of society. A major focus of this two-volume reference work is on the specific roles and skills required of the non-profit leader in voluntary organizations. Key features include: contributions from a wide range of authors who reflect the variety, vibrancy and creativity of the sector itself an overview of the history of non-profit organizations in the United States description of a robust and diverse assortment of organizations and opportunities for leadership an exploration of the nature of leadership and its complexity as exemplified in the non-profit sector availability both in print and online - this title will form part of the 2010 Encyclopedia Collection on SAGE Reference Online. The Handbook includes topics such as: personalities of non-profit leaders vision and starting a nonprofit organization nonprofit law, statutes, taxation and regulations strategic management financial management collaboration public relations for promoting a non-profit organization human resource policies and procedures.

Nonprofit organizations need smart, informed managers. This comprehensive introductory textbook aims to expose students to the range of responsibilities expected from modern nonprofit organizations and their boards, executive management, frontline staff, and community volunteers. Section 1 focuses on the characteristics of a nonprofit organization, with an explanation of the specific attributes of both charitable and member-serving nonprofits. It considers the historical development of the nonprofit sector as a whole and of the human services subsector in particular, culminating with a review of the political and economic climate in which nonprofits operate. Section 2 considers theories of leadership. The multiple roles of the nonprofit professional leader are delineated, to recognize that the same person may serve as manager and administrator, motivated by different priorities when functioning in each capacity. Ethical issues are also considered, along with the theoretical and practical aspects of decision-making, and the relationship between organizational culture and organizational change. Sections 3 and 4 address the specific skills of the nonprofit leader involved in securing material resources and managing human resources, respectively. The book concludes with a focus on the role of volunteers and the need for organizations to provide them good experiences if they want volunteers to keep coming back. Featuring an extended case study, this book is a useful guide for students and professionals new to the workplace on topics such as successfully managing change, strengthening programs, nurturing a dynamic board of directors, diversifying revenues, and building a strong, committed staff and volunteer corps.

This title addresses the unique challenges of leading nonprofit organisations, including a unique focus on the personal development of the nonprofit leader. This important resource covers board governance, motivating and evaluating employees and volunteers, and meeting funding challenges.

What does an Executive Director actually do? And how can you lead your organization to a stronger place? Nonprofit expert Erik Hanberg wrote The Little Book of Nonprofit Leadership to speak directly to Executive Directors of small (and very small) nonprofits who are asking these questions. EDs, especially at small nonprofits, tend to be dropped into the deep end of the pool with the expectation that they know how to swim. The Little Book of Nonprofit Leadership will be a welcome rescue line. The book is filled with practical tips and big-picture ideas about: the basics of the job; program, people, and money—the three essential areas that a nonprofit ED needs to master; working with your board (including how to ask for a raise!); your first 100 days as a new ED; a guide to being a part-time Executive Director ; and more, including access to bonus chapters and special resources! Erik Hanberg has twenty years of nonprofit experience at organizations of all sizes. He’s channeled that experience into his four “little books” for nonprofits, which together have sold tens of thousands of copies.

Managing a nonprofit organization has many challenges. One key to success is building a strong relationship between the executive director and the board of trustees. This book is a treasure trove of information for navigating the personal, political, and legal minefields that cause so many nonprofits to fail. Dozens of case studies illuminate the key issues that often impede the progress of nonprofit organizations. Each chapter also contains a set of questions that enable leaders to reflect on the health of their own organization and also evaluate other nonprofits, as well as to create sustainable, effective business practices and productive working relationships. Topics discussed here include: • Communication between managerial parties • Sharing powers and responsibilities • Fund-raising • Financial oversight and boundaries • Planning programs • Hiring and firing • Developing partnerships •Assessing business practices * Building productive working relationships * And much more Whether you are an executive director, a board member, or someone contemplating either important role, Effective Leadership in Nonprofit Organizations is an excellent resource for understanding the dynamics of nonprofits and creating a strong organization.

This volume centers on the lives and experiences of female and African American leaders of foundations and nonprofits. Contributors to the volume examine race and gender as constructs and provide a theoretical background for understanding their effect on the psycho-social development of the individuals.

Making sure that your nonprofit is going to be around long-term requires financial leadership. This means creating a financial vision for your organization and planning how you’ll get there. Financial Leadership for Nonprofit Executives gives you the framework, specific language, and processes to lead with confidence. With it, you’ll learn how to protect and grow the assets of your organization and accomplish as much mission as possible with those resources. The good news is you don’t have to be a trained accountant, earn an MBA, or have run a for-profit business in another lifetime. You already have many of the skills it takes to be a financial leader. This useful guide makes the process understandable and doable. You’ll find clear, logical steps to learn how to get accurate financial data—in a format you can understand; use financial data to evaluate your organization’s health; plan around a set of meaningful financial goals; and communicate progress on these goals to your staff, board, and external stakeholders. You’ll also find five foundational financial leadership principles; three overarching questions every financial leader needs to be able to answer (and where to find those answers); two fundamental budgeting principles; and five steps to building a strong annual budget. At the end of each chapter is an evaluation tool. You can rate how your organization is doing relative to the component of financial leadership covered in each chapter. Each attribute is scored as being red, yellow, or green. “Red” items are below standard and require immediate attention; “yellow” items are widely practiced though not generally ideal; and “green” items are considered best practice. Over time, as you and your partners on the board and staff move the organization toward “green” in each of these areas, you will create an environment in which financial leadership can flourish.