Leadership is the will and ability of an individual to inspire, influence, motivate, and enable others to contribute effectively for the larger good and success of an organization. Strong governance—key to good leadership—oversees and steers the processes and systems by which an organization operates.

		The Nonprofit Sector's Leadership Deficit
		Governance as Leadership: Reframing the Work of Nonprofit Boards
		Improving the Performance of Governing Boards
		The Cheswick Museum Case
		Reframing Organizations: Artistry, Choice, and Leadership, 3rd Edition
		Primal Leadership: Learning to Lead with Emotional Intelligence
		Historical Society of Pennsylvania Case
		Impossible Job: the Changing Role of the Museum Director
		Museum Leaders: A Renewable Resource?
		Strengthening Transparency, Governance, Accountability of Charitable Organizations
		Related Materials Under Other Topics

The Nonprofit Sector's Leadership Deficit

By Thomas J. Tierney

The Bridgespan Group abstract and download instructions
(Link takes you to publisher's website.)

Governance as Leadership: Reframing the Work of Nonprofit Boards

By Richard P. Chait, William P. Ryan and Barbara E. Taylor

BoardSource abstract and ordering information
(Link takes you to publisher's website.)

Improving the Performance of Governing Boards

By Richard P. Chait, Thomas P. Holland, and Barbara E. Taylor

Greenwood abstract and ordering information
(Link takes you to publisher's website.)

The Cheswick Museum Case

By Richard P. Chait

In December 2000, with great fanfare and fine champagne, the fifty-member board of trustees of the Cheswick Museum adopted a new strategic plan: “New Horizons for a New Millennium.” The document was the product of more than two years of labor by senior management, the board, and outside consultants on planning, marketing, and fund-raising. While the lion's share of the work was done by a Strategic Planning Task Force comprised of trustees and executive staff, the entire board participated in the design of the process, and in reviews of several drafts...  Full text (38Kb).

Reframing Organizations: Artistry, Choice, and Leadership, 3rd Edition

By Lee G. Bolman and Terrence E. Deal

Jossey-Bass abstract and ordering information
(Link takes you to publisher's website.)

Primal Leadership: Learning to Lead with Emotional Intelligence

By Daniel Goleman, Richard Boyatzis and Annie McKee

Harvard Business Online abstract and ordering information
(Link takes you to publisher's website.)

Historical Society of Pennsylvania Case

By Stephen A. Greyser and Stephanie Woerner

Harvard Business Online abstract and ordering instructions
(Link takes you to publisher's website.)

Impossible Job: the Changing Role of the Museum Director

By John Wetenhall

If the next six years resemble the last, you may (as the Harvard Law School legend goes) look to your left, then look to your right and know, statistically speaking, that one of you will not be directing your current museum. In fact, the news is a bit worse. When I was asked to assemble this panel more than a year ago, I retrieved an old AAMD membership list from my first meeting Hawaii, January 2002. More than one third (35%; 40% including announced resignations) of our membership then no longer directs an AAMD museum today. An additional 15% now directs a different AAMD museum. In other words, half of our member institutions have changed leadership...  Full text (92Kb).

Museum Leaders: A Renewable Resource?

By Russell Willis Taylor

Full article in Museum News, July/August 2007.
(Link takes you to the American Association of Museum's website.)

Strengthening Transparency, Governance, Accountability of Charitable Organizations

Published by Independent Sector

2005 report to Congress and 2006 supplementary report.
(Link takes you to publisher's website.)

Related Materials Under Other Topics

		Are You Really Worth What You Cost, or Just Merely Worthwhile? And Who Gets to Say?, by Stephen E. Weil
		Planning in a Cold Climate, by Adrian Ellis