New Acquisitions - Nonprofit Organization Administration

This bibliography includes recent works about the theory and practice of the administration and management of nonprofit organizations.

Berkshire, Jennifer C. "A parting of ways: lack of communication is behind many executive firings." Chronicle of Philanthropy, vol. 20 (3 April 2008): p. 37-40.

Addresses the conflicts between nonprofit executive directors and their boards, which can sometimes lead to an executive’s abrupt dismissal. Nonprofit experts stress that dissatisfied boards often terminate executive directors too hastily, and could benefit from slowing down the process and encouraging more discussion and debate among trustees before making any drastic decisions.

Cornelius, Maria; Corvington, Patrick; Ruesga, Albert. Ready to lead? Next generation leaders speak out. San Francisco, CA: CompassPoint Nonprofit Services, 2008. 32 p. Subject file: 630
View full text (PDF)»

The results of a September 2007 survey of emerging nonprofit leaders. The survey investigates the attitudes of younger nonprofit workers towards the prospect of heading a nonprofit organization. The results find that one in three survey respondents aspires to be an executive director one day, but that many are anxious about inadequate pay and a lack of work-life balance, among other issues. Includes resource list.

Fernandez, Juan J. "Causes of dissolution among Spanish nonprofit associations." Nonprofit and Voluntary Sector Quarterly, vol. 37 (March 2008): p. 113-37.

Explores why nonprofits dissolve by examining the histories of 41 closed organizations in Spain. The data identifies mission completion and the lack of resources as key factors. The authors also examined other issues, including organization age and size, and "sociopolitical legitimacy."

James, Rick. "Leadership development inside-out in Africa." Nonprofit Management & Leadership, vol. 18 (Spring 2008): p. 359-83.

Presents findings of a study that examined leadership development in Malawi, Uganda, and Kenya. With bibliographical references.

Kean, Sam; Perry, Suzanne. "Longtime nonprofit leaders cite financial security worries." Chronicle of Philanthropy, vol. 20 (6 March 2008): p. 24.

Executive directors and other veteran nonprofit leaders are expressing concern about financial security as they approach retirement age. The higher costs of housing and health care have raised issues for leaders who claim that they did not have such worries at the beginnings of their nonprofit careers. In addition, the lack of substantial pensions or health insurance upon retirement has made some leaders reconsider stepping down from their positions.

Linnell, Deborah. "Boards and leadership hires: how to get it right." Nonprofit Quarterly, vol. 15 (Spring 2008): p. 12-8.
View full text»

This article offers insights on the challenges that arise when a board of directors chooses the wrong candidate as an executive director. Difficulties often emerge when a board ignores or is unaware of the cultural dynamics inherent in the organization's day-to-day work, or when it hires risk-averse executives over less structured visionary leaders. The article proposes suggestions on how such problems can be avoided.

McKee, Margaret C.; Driscoll, Cathy. "Creating stabilizers and safety nets for successor executives' high-wire act." Nonprofit Management & Leadership, vol. 18 (Spring 2008): p. 341-357.

Presents a case study of a nonprofit health care organization in Canada that examines how retiring executives have developed strategies to prepare for their departure.

McLaughin, Thomas; Nelson Backlund, Addie. Moving beyond founder's syndrome to nonprofit success. Washington, DC: BoardSource, 2008. 56 p. ISBN 1-58686-096-8 ($32.00) 604 MCL

A guide to the characteristics, leadership strategies, and challenges of nonprofit founders during all stages of their organization's existence. The book explores the way in which founders' greatest strengths and advantages can also hinder their nonprofit's growth, and offers advice on how to avoid these pitfalls in order to advance the best interests of the organization and its mission. Includes case studies and resource list.

McNott, Marshall. Nonprofit nonsense & common sense. Bandon, OR: Robert D. Reed Publishers, 2008. xviii, 124 p. 600 MCN

The author provides a candid assessment of the nonprofit sector, based on his experience as an executive director of several organizations. He shares his opinions and tips related to fundraising, foundations, chief executives, board of directors, employee relations, and other areas.

"Powerful nonprofit leadership: the d factor." Nonprofit Quarterly, vol. 15 (Spring 2008): p. 8-11.

The editors of the Nonprofit Quarterly discuss the tension between leadership and management in nonprofit organizations. The article stresses the ways in which organizations are hindered by the tendency to choose safe leadership paths in order to protect stakeholder interests. The authors determine that a certain amount of risk-taking is necessary on the part of a leader in order to promote civic engagement and foster a sense of activism among the organization and the general public alike.

Souccar, Miriam Kreinin. "Struggling nonprofits seek new trustees." Crain's New York Business, vol. 24 (28 April 2008): p. 1, 8. Subject file: 610

Some nonprofits are hoping to weather the economic downturn by recruiting additional board members who can provide financial support. The article provides examples of charities using this approach, but notes the competitive environment for board recruitment.

Speckbacher, Gerhard. "Nonprofit versus corporate governance: an economic approach." Nonprofit Management & Leadership, vol. 18 (Spring 2008): p. 295-320.

Presents a model of nonprofit governance that is based on economic principles related to transaction costs and contracts. The author's analysis of governance examines the contributions of stakeholders, well as the costs of decision making. With bibliographical references.

Supporting next-generation leadership. Washington, DC: Grantmakers for Effective Organizations, 2008. 34 p. Subject file: 633
View full text»

A guide to preparing for a new generation of leadership in nonprofit organizations as the current generation of executive directors begins to retire. Addresses the worries that younger workers have voiced concerning higher-level positions in the nonprofit sector, such as those of salaries and the work-life balance, and offers suggestions as to how the sector can make its leadership jobs more appealing to young people. Includes resource list.

Tessier, Oliver; McCambridge, Ruth. "The nonprofit ED's first 100 days." Nonprofit Quarterly, vol. 15 (Spring 2008): p. 38-43.

A guide to the issues and concerns that new executive directors should consider during their first 100 days of leadership. Includes instances of lessons learned by others in their early stages as nonprofit executives, and features a list of eleven questions for new leaders to ask themselves.