LeadWell Works Cited The LeadWell advisory committee found the following documents particularly insightful in the formation of the first phase of this initiative: Hubbard, Betsy. (2005) Investing in leadership: a grantmaker’s framework for understanding nonprofit leadership development (Volume 1). Washington, DC: Grantmakers for Effective Organizations. The author, an independent consultant, former program officer at the Pew Charitable Trusts, and a collaborator with the Nonprofit Effectiveness Project at the Brookings Institution, explores the potential connections between the burgeoning field of nonprofit leadership development activities and high-performing nonprofit organizations, provides an overview of current approaches to developing nonprofit leadership, and advocates for comprehensive evaluation of programs that being offered to provide a community framework for subsequent programming.
http://www.geofunders.org/index.cfm?fuseaction=document.showDocumentByID&DocumentID=2588 Light, P.C., & Hubbard, E.T. (2002, April). The capacity building challenge. Washington, DC: The Brookings Institution. Light, the Paulette Goddard Professor of Public Service, New York University and a senior fellow at The Brookings Institution and his co-author, Peters, an independent consultant, former program officer at the Pew Charitable Trusts, and a collaborator with the Nonprofit Effectiveness Project at the Brookings Institution, explore the ways in which eight nonprofit capacity building programs are defined and operationalized to indicate the diversity in approaches to building the capacity of leaders, organizations, and entire sectors as well as what approaches are being taken to achieve specific impacts, such as increasing leadership development, and how the success of those programs is being measured by practitioners.
http://www.brookings.edu/gs/cps/capacitybuildingchalenge.pdf Light, P.C. (2005) The spiral of sustainable excellence. The Nonprofit Quarterly, 12 (4), 16-25. The author, the Paulette Goddard Professor of Public Service, New York University and a senior fellow at The Brookings Institution, notes that the development of nonprofit organizations can be categorized in five distinct groupings in a spiral formation on which it is possible for an organization to advance forward or backward depending on internal and external stimulus. Light believes that organizations begin as “organic” entities that seek to determine how to impact an issue and have the potential to advance through subsequent stages until they become a “reflective nonprofit” that is significantly more insulated against internal insecurities and focuses on its “legacy” in its field or community and its potential to have an broader impact. Light supposes that understanding where an organization fits on this spectrum will enable leaders to undertake specific capacity-building engagements that can advance the organization.
http://www.nonprofitquarterly.org/section/639.html Peters, J., & Wolfred, T. (2001, August). Daring to lead: nonprofit executive directors and their work experience. Washington, DC: Meyer Foundation. The results of a survey of approximately 1,000 nonprofit executive directors of American nonprofit organizations determined that myriad issues affect nonprofit leader’s perceptions of their ability to succeed in the position including the “high-stress and long-hours” that come with the position and the efforts that are required to sustain financial support from the community. The report also noted that the majority of nonprofit leaders do not “plan to take on another executive director role” at the conclusion of their tenure at their current organization.
http://www.compasspoint.org/daringtolead2006 |
