University of North Carolina at Chapel Hill
School of Social Work
Course Number:
Course Title:
Semester:
Day/Time:
SOWO 884
Executive Leadership in Nonprofit Organizations
Spring 2008
Mondays, 6:00 to 8:50pm
Instructor:
Mat Despard, MSW
Tate-Turner-Kuralt Building—Room 402-E
Office: 962.6467 Home: 419.1390 Cell: 358-7162
despard@email.unc.edu
Kirsten Nyrop, MACT
Office: 919.966-0289
knyrop@med.unc.edu
Website:
Blackboard.unc.edu (see SOWO884.001.SPRING2008)
Office Hours:
Mondays & Tuesdays 11am – 2pm, by appointment
Course Description: This course will help prepare students for leadership roles in nonprofit
organizations, with an emphasis on health and human services. Students will develop key
critical thinking and communication skills applied to a range of leadership and
organizational competencies.
Course Philosophy: Leadership is expressed in many different ways, certainly not limited to
an exercise of position-based authority. This course will emphasize servant and
transformational leadership styles - facilitative and collaborative styles that are effective in
mobilizing people around a vision for change through nonprofit organizations. Leadership is
also viewed as being highly contextual; different styles of leadership are needed based on
culture, community needs and circumstances, the organization’s mission and growth stage
and other factors. Leadership is also construed as a shared enterprise – among key staff
and volunteers – not the sole domain of the CEO. Nonprofit leadership can broadly be
understood to include four key skill areas: 1) strategic assessment and analysis; 2)
communication; 3) engagement in interpersonal processes and 4) support/mobilization of
staff, volunteers and other constituents.
Goal: To provide participants with an opportunity for in-depth analysis of the executive role
in nonprofit organizations.
Course Objectives: Upon completion of this course, participants are expected to be able to:
1. Explain the unique role that nonprofit organizations play as builders of civil society,
and in helping to respond to and alleviate the conditions that cause poverty and
oppression in traditional American society.
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2. Identify the key components of nonprofit management and how executive leadership
affects each area.
3. Evaluate personal strengths and weaknesses as a potential nonprofit executive and
identify strategies for improving core skills.
4. Assess how various executive skills may be used to effectively address
organizational deficiencies.
5. Identify and analyze ethical dilemmas that confront nonprofit executives and
frameworks for ethical leadership in nonprofit organizations.
6. Develop strategies for recruiting and retaining a diverse workforce.
7. Understand the relationship between marketing and fundraising in nonprofit
organizations.
8. Identify appropriate measures for strengthening the role of the nonprofit board.
Required Text:
Linnell, D., Radosevich, Z. & Spack, J. (2002). Executive directors guide: The guide to
successful nonprofit management. Boston: United Way of Massachusetts Bay/Third
Sector New England.
In addition to the UNC Health Affairs Bookstore, this text can be found online at:
http://www.tsne.org/site/apps/ka/ec/product.asp?c=ghLUK3PCLoF&b=1438725&Product
ID=280933
http://www.fieldstonealliance.org/productdetails.cfm?PC=16
About the Course Text:
I chose this text for its practicality. It provides a very simple, straight-forward framework for
understanding nonprofit organizational competencies and leadership issues. Meanwhile,
supplemental readings are intended to be considerably more provocative and probing than
the text.
Additional Readings:
Additional required readings will be available online in one of three ways:
1) Via Blackboard under “Assignments” (indicated by BB)
2) Via University Libraries online (indicated by UL)
3) Directly from the internet (when a web address is provided)
Some additional material may be given to you during class as handouts.
Recommended Readings:
Block, Stephen R. (2004). Why nonprofits fail: Overcoming founder’s syndrome,
fundphobia, and other obstacles to success. San Francisco: Jossey-Bass.
Dym, Barry & Hutson, Harry. (2005). Leadership in nonprofit organizations. Thousand
Oaks, CA: Sage.
Herman, Robert D. & Associates (Eds.) (2005). The Jossey-Bass handbook of nonprofit
leadership and management (2nd edition). San Francisco: Jossey-Bass.
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Lencioni, P. (1998). The five temptations of a CEO: A leadership fable. San Francisco:
Jossey-Bass Publishers. (on reserve at Undergraduate Library)
Teaching Approach & Course Format
Lecture and powerpointing will be used sparingly in this course – typically only to provide a
topic introduction and conceptual framework. Problem-based learning exercises, case
studies, role plays and simulations will be emphasized. These methods are used to
accomplish two important goals, to: 1) sharpen your critical thinking about leadership
challenges confronting nonprofits and 2) increase your ability to effectively communicate
with other people concerning these challenges.
Students are expected to participate actively in role plays and simulations; this is how
relevant skills can be developed in a classroom setting. Learning can only truly occur in a
space where all participants feel respected and safe. We will work to create such an
environment.
Simulation
A fictional organization, “Durham Opportunity” (D0) and its fictional Executive Director will
provide a simulated learning context. The Executive Director will present different
challenges he is facing as Executive Director and ask students to come up with solutions.
This is how we will move from the abstract to the concrete. This means that at certain
times, the Instructor or a student may play the role as the Executive Director and either
relate to the students as consultants helping him work through a problem OR as staff
members and volunteers of DO.
Communicating with the Instructor
I am committed to responding to emails from students in a timely manner. However, I make
no guarantee that I will read and respond to emails after 5pm or on weekends. If you wish
to ask me questions concerning an assignment, whether in person or by phone or email,
please read the assignment instructions and grading guide first.
Policy on Accommodations for Students with Disabilities
Students with disabilities that affect their participation in the course should notify the
instructor if they wish to have special accommodations in instructional format or other
factors considered.
Writing Guidelines
For all written assignments, APA style must be used and students are expected to apply
concepts, theory and practice skills from the literature listed in this syllabus and other
scholarly sources, which include academic journals, books, nonprofit consulting firms or
centers, and foundation and government reports. If unsure about what comprises a
scholarly source, please consult the instructor.
To be acceptable, written work must be at a level of professionalism expected of
professional managers. If the instructor deems an assignment does not meet such
professional standards, the student will have one opportunity to revise and resubmit the
assignment.
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Please refer to the APA Style Guide and the SSW Writing Guide
(http://ssw.unc.edu/currentStudent/index.html) for information on in-text and bibliographic
citations, attribution of quotes, plagiarism, and appropriate use of assistance in preparing
assignments.
The following web sites provide additional information:
• http://www.apastyle.org/elecref.html (APA Style for material in electronic formats,
5th Ed.)
• http://owl.english.purdue.edu/handouts/research/r_apa.html (general information
about documentation using APA style, 5th Ed.)
• http://www.bartleby.com/141 (e-version of Strunk's The Elements of Style, a
valuable writing resource)
• http://www.unc.edu/depts/wcweb UNC-CH Writing Center, (On line and personal
tutoring available at Phillips Annex, 919- 962-7710)
• http://www.fas.harvard.edu/~wricntr/html/tools.htm The Writing Center (Links to
on-line reference material and many other useful sites for authors)
Honor Code
It is the responsibility of every student to obey and to support the enforcement of the Honor
Code, which prohibits lying, cheating, or stealing in actions involving the academic processes
of this class. Students will properly attribute sources used in preparing written work and will
sign a pledge on all graded coursework certifying that no unauthorized assistance has been
received or given in the completion of the work. All written assignments must contain a
signed pledge from you stating that, “I have not given or received aid in preparing this
written work.” Credit will not be awarded for work that does not contain this pledge.
Course Requirements & Grading
Students will be evaluated based on the following:
Class Attendance and Participation
Assignment 1: Brief Case Analysis
Assignment 2: Interview of a Nonprofit Executive Director
Assignment 3: Case Study (group project)
Assignment 4: Leadership Analysis (optional)
20 points
20 points
20 points
30 points
The School of Social Work operates on an evaluation system of Honors (H), Pass (P), Low
Pass (L), and Fail (F). A grade of Pass is considered entirely satisfactory.
A form of contract grading will be used wherein students who want to earn an H must
complete Assignment 4 and earn at least 90% and have an average grade of 90% or above
for all other requirements listed above.
Course requirements are briefly described below. Additional instructions and grading
guidelines will be posted on Blackboard. All papers completed in fulfilling course
requirements must be turned in by the start of class on the due date. Only hard (paper)
copies will be accepted. Papers turned in with poor print quality will be marked down.
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Class Attendance and Participation
Students are expected to come prepared for class having done the readings and able and
willing to contribute to our learning experience through active participation in problemsolving exercises, role plays, simulations, and class discussions.
Any unexcused absences will hurt this part of the grade. If a student has an extenuating
circumstance that prevents them from attending class, it is their responsibility to notify the
instructor before the class by phone or email.
Assignment 1: Brief Case Analysis
Objectives:
1) To develop an understanding of the challenges confronting
nonprofit organizations through case examples.
2) To articulate how both an expression of leadership competencies
and use of management skills can effectively respond to various
challenges confronting nonprofit organizations.
Due Date:
February 18, 2008
Requirements:
Students will complete a paper of 5-7 pages in length (double spaced)
in response to a case scenario of a nonprofit organization. Students will choose between
Case Study A & B and answer the corresponding set of questions on Blackboard. Students
will be expected to draw upon and integrate class discussions and readings into their
papers.
Assignment 2: Interview of a Nonprofit Executive Director
Objectives:
1) To describe the range of skills and characteristics that an executive
director must possess to successfully respond to organizational
challenges and lead a nonprofit organization.
2) To understand the circumstances of and motivation for holding an
executive position within a nonprofit organization.
Due Date:
March 17, 2008
Requirements:
Choose an Executive Director of a nonprofit organization in the U.S. to
interview. To prevent overwhelming any specific executive director,
please get clearance from the instructor prior to contacting the
executive director.
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After you receive the instructor’s approval, you may contact the
executive director to request an appointment for the interview. Explain
the reason for the appointment. Interviews can take place in person or
over the telephone. Please follow up the interview with a thank you
note to the director for taking the time to meet with you.
Assignment 3: Case Study
Objectives:
1) To identify and analyze the key challenges confronting nonprofit
organizations.
2) To articulate effective organizational and leadership strategies for
responding to challenges.
3) To describe the range of skills that Board and staff leaders must
possess to successfully respond to these challenges and lead a
nonprofit organization.
4) To demonstrate skill in holding crucial conversations concerning the
organization’s responses to its challenges.
Due Date:
Group presentations on April 14, 2008.
Papers are due April 21, 2008.
Requirements:
Each group of 3-4 students will select a nonprofit organization with
which to conduct an organizational capacity assessment. An assessment tool from the
Marguerite Casey Foundation will be used by students to help the organization assess its
capacity in various areas such as board development and program evaluation. A group
presentation on April 14 will be comprised of a mock presentation to the Board of the
organization and role play(s) of crucial conversations that might take place within the
organization concerning its needs. Detailed instructions will be posted on Blackboard.
Alternatively, students or the instructor may identify an opportunity to complete an in-depth
project with a nonprofit organization in a particular competency, such as resource
development. This can be negotiated with the instructor.
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Assignment 4: Leadership Analysis: Vision & Competencies (Optional)
Objectives:
1) To apply and adapt information about leadership (domains,
competencies, characteristics) to one’s own identified leadership
style.
2) To synthesize knowledge and skills from the course with leadership
self-awareness.
3) To identify an opportunity to align knowledge, skills and selfawareness with an organizational or community need for
leadership.
Due Date:
April 21 or 28 (student choice)
Requirements:
This assignment is option for students who wish to have an opportunity
to earn a grade of an H for the course. It is intended to be a reflection paper wherein
students apply what they have learned in class (knowledge, skills, leadership selfawareness) to a plan or vision for how they might offer leadership in an organization or
community. The final paper should not exceed 12 double spaced pages and should
incorporate scholarly sources. It will be comprised of three sections:
1. Personal Leadership Style: What do you judge to be your areas of strength and
weakness regarding leadership competencies and characteristics discussed in the
course? What do you want to improve or strengthen? How would you characterize
your own leadership style?
2. Synthesis: Based on what you have learned in this course as comprising the skills
needed to lead a nonprofit organization by effectively responding to the various
challenges they face, what skills/challenges do you feel you are best able to
apply/confront in nonprofit work? Based on this assessment, what role within an
organization do you feel is ideal? (e.g. Executive Director, Chief Operating Officer,
Program Director, Client Services Director, Director of Development, Director of
Marketing and Public Relations, etc. – Note: You will not lose points for not selecting
ED!)
3. Alignment: Based on your personal leadership style and the skills/challenges you
feel you are best able to apply/confront, describe the type of nonprofit organization
(size, mission, scope, location, life stage, target population, etc.) with which you feel
you are optimally aligned. You can name and describe a specific organization or just
describe the characteristics of an unspecified one (though this should bear
resemblance to real world organizations!). To fulfill this part of the assignment, you
must consult with one individual to give you feedback to help you identify this
alignment. This can be a former supervisor, colleague, peer, faculty member (not the
instructor), or other person (excluding family members). You must explain why you
sought this individual’s counsel by describing the perspective you feel that they offer
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that helps you assess your strengths, weaknesses and alignment. The Dym reading
assigned for Class 12 is highly recommended to complete this section on alignment!
Policy on Late Papers:
In practice, both practitioners and administrators face absolute deadlines. This class will
hold to that professional standard. To obtain an extension for a paper beyond the deadline,
the student must seek approval from the instructor 24 hours before the assignment is due.
Each student may request one extension (equivalent to three days) during the course of the
semester. Beyond that, the instructor will approve extensions only under extraordinary
circumstances.
A paper is considered late if it is handed in any later than the start of class on the day it is
due. The grade for late papers will be reduced 10% per day, including weekends. Therefore,
a paper that would merit a grade of 100 on Friday will receive a grade of 70 if submitted on
Monday. Similarly, a paper due at 2pm on Monday handed in at 3pm will be considered 1
day late.
Course Units of Study:
Unit 1:
Nonprofit Leadership
Class 1:
Introduction
Class 2:
Governance & Management of Nonprofit Organizations
Class 3:
Leadership Styles, Characteristics & Competencies
Unit 2:
Strategic Development & Management of Nonprofits
Class 4:
Nonprofit Business Models
Class 5:
Marketing & Resource Development Strategy
Class 6:
Accountability to Constituents
Unit 3:
Developing and Managing Human Resources
Class 7:
Developing and working with Boards of Directors
Class 8:
Recruiting and hiring a well qualified and diverse workforce
Class 9:
Supporting and developing employees and volunteers
Unit 4:
Communicating and Managing Conflict
Class 10:
Effective communication in the organization
Class 11:
Managing conflict and addressing ethical dilemmas
Class 12:
Class 13:
Class Presentations
Personal & Career Development / Course Review
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Class Schedule
Note: “TEXT” refers to readings from the required text for this course; BB = Blackboard; UL =
University Libraries (online)
UNIT 1:
Class 1
January 14
Objectives
Introduction
Readings:
None.
•
•
•
Nonprofit Leadership
Understand expectations for and about the course
Articulate a vision for change through nonprofit organizations
Establish an understanding of one’s own leadership preferences and
style
* No class on Monday, January 21 in observance of the Martin Luther King, Jr. Holiday *
Class 2
January 28
Objectives
Governance & Management of Nonprofit Organizations
•
•
•
Readings:
Describe the role of the Board of Directors and the Board-CEO
Relationship
Distinguish between governance and management
Identify and describe significant leadership challenges for nonprofit
organizations
TEXT: Chapter 2: Mission, Vision & Values (pp. 7-10)
Chapter 6: Governance (pp. 43-56)
Dayton, K. (2001). Governance is governance. Washington, DC:
Independent Sector. (BB)
Light, P.C. (2004). The spiral of sustainable excellence. The Nonprofit
Quarterly, 11(4). Retrieved January 1, 2008 from
http://www.nonprofitquarterly.org/section/639.html
McManus, J. & Leslie, D. (2000). Resignation or dismissal? When a CEO
and a president clash. Nonprofit Management and Leadership,
11(2): 225-230. (BB)
Class 3
February 4
Objectives
Leadership Styles, Characteristics & Competencies
•
Identify and describe leadership types, characteristics and
competencies and relate them to nonprofit organizations
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•
•
Readings:
Analyze differences between leadership and management
Understand factors affecting our own leadership development
TEXT: Chapter 1: Leadership (pp. 1-6)
Goleman, D. (November-December 1998). What makes a leader? Harvard
Business Review. 93-102. (UL)
Mary, N. L. (2005). Transformational leadership in human services
organizations. Administration in Social Work, 29(2), 105-118. (BB)
Spears, L. (2002). On character and servant-leadership: Ten characteristics
of effective, caring leaders. Retrieved December 19, 2007 from
http://www.greenleaf.org/leadership/read-about-it/ServantLeadership-Articles-Book-Reviews.html
Zaleznik, A. (March-April 1992). Managers and leaders: Are they different?
Harvard Business Review: 2-11. (UL)
Recommended:
Greenberg, H. M., & Sweeney, P. J. (Jul/Aug 2005). Leadership: Qualities
that distinguish women. Financial Executive, 21(6), pp. 32-36. (BB)
UNIT 2:
Class 4
February 11
Objectives
Strategic Development & Management of Nonprofits
Nonprofit Business Models
•
•
Readings:
Identify and explain underlying assumptions concerning nonprofit
organization theories of change and resource development
strategies
Critically examine the nonprofit business model and understand key
challenges facing nonprofits
TEXT: Chapter 5: Strategic Planning & Thinking (pp. 35-42)
Austin, J., Gutierrez, R., Ogliastri, E. & Reficco, E. (2007). Capitalizing on
convergence. Stanford Social Innovation Review, Winter 2007: 2431. (BB)
CompassPoint Nonprofit Services. (2006). What is a business plan?
Retrieved December 21, 2007 from
http://www.compasspoint.org/askgenie/details.php?id=131
Miller, C. (2005). The looking-glass world of nonprofit money: Managing in
for-profits’ shadow universe. The Non-Profit Quarterly 12(1): 1-5.
(BB)
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Yankey, J. A. (1995). Strategic planning. In R. L. Edwards (Ed.-in-Chief).
Encyclopedia of social work—19th Ed. Washington, DC: NASW Press,
2321-2327 (BB)
Yunus, M. (n.d.). Social business entrepreneurs are the solution.
Retrieved December 21, 2007 from http://www.grameeninfo.org/bank/socialbusinessentrepreneurs.htm
Class 5
February 18
Objectives
Marketing & Resource Development Strategy
•
•
•
Readings:
Explain a strategic approach to resource development and marketing
for nonprofit organizations
Describe social enterprise and other innovative revenue generation
strategies
Analyze the role of the staff and the Board of Directors in resource
development and marketing
TEXT: Chapter 7: Fund Development (pp. 57-72)
Block, S.R. (2004). Why nonprofits fail: Overcoming founder’s syndrome,
fundphobia, and other obstacles to success. San Francisco: JosseyBass.
Chapter 10: Fundphobia. (BB)
Dees, G. (2004). Putting nonprofit business ventures in perspective. In S.
M. Oakes, C.W. Massarsky & S.C. Beinhacker (Eds.) Generating and
Sustaining Nonprofit Earned Income. San Francisco: Jossey-Bass.
Retrieved December 23, 2007 from
http://mba.yale.edu/newsletter_alum/PDF/chapterone.pdf
Miller, C. (2004). Risk minus cash equals crisis: The flap about general
operating support. State of Philanthropy 2004, National Committee
for Responsive Philanthropy (Chapter 21: pp. 121-125). (BB)
Richter, M. (2006). The nonprofit motive. The Stranger. Retrieved December
21, 2007 from
http://www.thestranger.com/seattle/Content?oid=31920
Tyminski, R. (1998). Reducing funding risk and implementing a fundraising
plan: A case study. Nonprofit Management & Leadership, 8(3): 275286. (BB)
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Class 6
February 25
Objectives
Accountability to Constituents
Readings:
TEXT: Chapter 4: Evaluation (pp. 23-34)
•
•
•
Discuss the new climate of scrutiny
Identify resources for accountability standards
Discuss broadened definitions of accountability
Miller, J.L. (2002). Who “owns” your nonprofit? Nonprofit Quarterly, 9 (3).
http://www.nonprofitquarterly.org/section/341.html
Morrison, J.B. and Salipante, P. (2007). Governance for broadened
accountability: Blending deliberate and emergent strategizing. Nonprofit
and Voluntary Sector Quarterly, 36 (2): 195-217. (UL)
Ospina, S., Diaz, W. and O’Sullivan, J.F. (2002). Negotiating accountability:
Managerial lessons from identity-based nonprofit organizations.
Nonprofit and Voluntary Sector Quarterly, 31 (1): 5-31. (UL)
Sawhill, J. and Williamson, D. (2001) Measuring what matters in nonprofits.
The McKinsey Quarterly, 2: 98-107.
http://www.azgrants.com/articles/artdetail.cfm?ArticleID=119
UNIT 3:
Class 7
March 3
Objectives
Developing and Managing Human Resources
Developing and working with Boards of Directors
•
•
Readings:
Discuss the benefits and challenges of recruiting and retaining a
well-qualified board of directors
Explore potential conflicts between boards and executive directors
and ways to resolve these conflicts
Block, S.R. (2004). Why nonprofits fail: Overcoming founder’s syndrome,
fundphobia, and other obstacles to success. San Francisco: JosseyBass.
Chapter 8: Role Confusion. (BB)
Brown, W.A. (2007). Board development practices and competent board
members: Implications for performance. Nonprofit Management &
Leadership, 17(3): 301-317. (UL)
Fixler, J. & Puckett, L. (2006). Taking stock: The key to improved board
performance. Found at:
http://charitychannel.com/publish/templates/?a=11189&z=19
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Gibelman, M. (2004). Reflections on boards and board membership.
Administration in Social Work, 28(2): 49-62. (BB)
Ryan, W.P., Chait, R.P. and Taylor, B.E. (2003). Problem boards or board
problems? Nonprofit Quarterly, 10(2).
http://www.nonprofitquarterly.org/section/428.html
*** NO CLASS ON MARCH 10, 2008 – SPRING BREAK ***
Class 8
March 17
Objectives
Recruiting and hiring a well qualified and diverse workforce
Readings:
TEXT: Chapter 10: Human Resources (pp. 97-104)
•
•
Explain how to recruit and retain a well qualified and diverse staff
Demonstrate effective candidate interviewing techniques
Strom-Gottfried, K. (2006). Managing human resources. In R.L. Edwards &
J.A. Yankey (Eds.) Effectively Managing Nonprofit Organizations.
Washington, DC: NASW Press. (BB)
Watson, M.R. & Abzug, R. (2005). Finding the ones you want, keeping the
ones you find: Recruitment and retention in nonprofit organizations.
In R.D. Herman & Associates (Eds.). The Jossey-Bass Handbook of
Nonprofit Leadership & Management (2nd ed.). San Francisco:
Jossey-Bass. (BB)
Class 9
March 24
Objectives
Supporting and developing employees and volunteers
•
•
•
Readings:
Articulate employee compensation principles and strategies
Explain how volunteers can be meaningfully integrated into nonprofit
organizations
Describe and demonstrate beginning skill in varying styles of
supervision
Brudney, J.L. (2005). Designing and managing volunteer programs.
In R.D. Herman & Associates (Eds.). The Jossey-Bass Handbook of
Nonprofit Leadership & Management (2nd ed.). San Francisco:
Jossey-Bass. (BB)
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial
conversations: Tools for talking when stakes are high. New York:
McGraw-Hill. (Chapters 1, 2 and 11) (BB)
Chapter 1: What’ a Crucial Conversation?
Chapter 2: Mastering Crucial Conversations.
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Chapter 11: Yeah, but. Advice for tough cases.
Schmid, H. (2006). Leadership styles and leadership change in human and
community service organizations. Nonprofit Management and
Leadership, 17(2): 179-194. (BB)
UNIT 4:
Class 10
March 31
Objectives
Change, Communication and Conflict Management
Communication in the Nonprofit Organization
•
•
Readings:
Articulate effective communication strategies with staff and
volunteers
Demonstrate ability to have crucial conversations with staff and
volunteers
Argyris, C. (July-August 1994). Good communication that blocks learning.
Harvard Business Review. 77-85. (UL)
Jeavons, T. (2005). Ethical nonprofit management. In R.D. Herman &
Associates (Eds.). The Jossey-Bass Handbook of Nonprofit
Leadership & Management (2nd ed.). San Francisco: Jossey-Bass.
(BB)
Schwarz, R. (2006). Does your leadership reduce learning? Leader to
Leader, 40-47. (BB)
Class 11
April 7
Objectives
Managing Organizational Change & Conflict Management
* Assignment 4 Due * (or April 30)
• Describe effective strategies for facilitating organizational transitions
• Articulate methods for constructively engaging in conflict
• Demonstrate ability to facilitate board and/or staff meetings dealing
with issues of conflict
Readings:
TEXT: Chapter 13: Managing Change (pp. 125-132)
Hyman, V. (2006). Advice for leading an organization through major change.
Tools you can use (e-newsletter from Fieldstone Alliance) Retrieved
December 19, 2007 from
http://www.fieldstonealliance.org/client/client_pages/
tools_you_can_use/10-06-06_managing_change.cfm
McLeod Grant, H. & Crutchfield, L.R. (2007). Creating high-impact
nonprofits. Stanford Social Innovation Review (Fall 2007): 32-41.
Retrieved December 19, 2007 from
http://www.ssireview.org/articles/entry/creating_high_impact_nonpr
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ofits/
The Conservation Company (1997). Organizational life cycles. New York
Nonprofits: A publication of the Nonprofit Coordinating Committee of
New York, 14(5) September-October 1997. (BB)
Class 12
April 14
Readings:
Group Presentations
Dym, B. & Hutson, H. (2005). Leadership in nonprofit organizations.
Thousand Oaks, CA: Sage. (Read Chapter 6: The Alignment Map)
(BB)
Recommended Reading:
Lencioni, P. (1998). The five temptations of a CEO: A leadership
fable. San Francisco: Jossey-Bass Publishers (On Reserve at
Undergraduate Library)
Class 13
April 21
Objectives
Personal and Career Development / Course Review
* Assignment 4 (Optional) Due * (or April 30)
• Review and summarize progress in achieving course learning
objectives
• Develop expectations concerning a career in nonprofit leadership
• Identify career development strategies and resources
Readings:
Dobel, J.P. & Day, A. (2005). A note on mapping: Understanding who can
influence your success. The Electronic Hallway: Case Teaching
Resources from the University of Washington Evans School of Public
Affairs. (BB)
Mintzberg, H. (March-April 1990). The manager’s job: Folklore and fact.
Harvard Business Review. 3-16 (UL)
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