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Compleat Leader: Leadership and Governance
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.
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resources compiled by National Arts Strategies and the Getty Leadership Institute
Perspective on Entrepreneurship By Howard Stevenson This industry and background note discusses the concept of entrepreneurship as a management process, a behavioral practice critical to the success of organizations, including those in the non-profit such as museums. It examines six dimensions of practice between two end-points. One example is “the ‘promoter’ who feels confident of his or her ability to seize opportunity regardless of the resources under current control. At the opposite extreme is the ‘trustee’ who emphasizes the efficient utilization of existing resources.” It also explains “how entrepreneurial differs from administrative behavior, and describes the factors that pull individuals and firms towards particular types of behavior.” Purchase and read the full article at Harvard Business Review.
Changing Roles of the Museum Director By Thomas Lentz Link to Claremont McKenna College Marian Minar Cook Antheneum's video archive of this lecture.
The Nonprofit Sector's Leadership Deficit By Thomas J. Tierney The Bridgespan Group abstract and download instructions
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  Improving the Performance of Governing Boards By Richard P. Chait, Thomas P. Holland, and Barbara E. Taylor Greenwood abstract and ordering information 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 composed of trustees and executive staff, the entire board participated in the design of the process, and in reviews of several drafts... Reframing Organizations: Artistry, Choice, and Leadership, 3rd Edition By Lee G. Bolman and Terrence E. Deal Jossey-Bass abstract and ordering information Primal Leadership: Learning to Lead with Emotional Intelligence By Daniel Goleman, Richard Boyatzis and Annie McKee Harvard Business Online abstract and ordering information Historical Society of Pennsylvania Case By Stephen A. Greyser and Stephanie Woerner Harvard Business Online abstract and ordering instructions 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... Museum Leaders: A Renewable Resource? By Russell Willis Taylor Full article in Museum News, July/August 2007. Strengthening Transparency, Governance, Accountability of Charitable Organizations Published by Independent Sector 2005 report to Congress and 2006 supplementary report. By Michael Watkins. Harvard Business Online article and discussion The plutocrats aren't so patronising now By Charles Saumarez Smith. The Observer (UK) article and discussion The Connective Edge: Leading in an Interdependent World By Jean Lipman-Blumen. Related Materials Under Other Topics
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