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Leaders of nonprofit organizations deliver programs and services vital to the quality of life in the United States. All the activities of our religious communities; the vast majority of the arts and culture, human services, and community development pursuits; as well as education and environmental advocacies take root and deliver their services within the nonprofit sector.
Welcome to the world of leadership in nonprofit organizations. This sector offers an opportunity to serve as well as to lead. Leadership in Nonprofit Organizations: A Reference Handbook engages voices on issues and leadership topics important to those seeking to understand more about this dynamic sector of society. A major focus of this two-volume reference work is on the specific roles and skills required of the nonprofit leader in voluntary organizations.
Key Features
- Presents contributions from a wide range of authors who reflect the variety, vibrancy, and creativity of the sector itself
- Provides an overview of the history of nonprofit organizations in our country
- Describes a robust and diverse assortment of organizations and opportunities for leadership
- Explores the nature of leadership and its complexity as exemplified in the nonprofit sector
- Includes topics such as personalities of nonprofit leaders; vision and starting a nonprofit organization; nonprofit law, statutes, taxation, and regulations; strategic management; financial management; collaboration; public relations for promoting a nonprofit organization; and human resource policies and procedures
Nonprofit organizations are a large, independent, diverse, and dynamic part of our society. This landmark Handbook tackles issues relevant to leadership in the nonprofit realm, making it a welcome addition to any academic or public library.
- Sales Rank: #3651216 in Books
- Published on: 2010-10-19
- Original language: English
- Number of items: 2
- Dimensions: 11.30" h x 2.90" w x 8.90" l, 7.45 pounds
- Binding: Hardcover
- 1072 pages
Review
"Highly recommended" (W. A. Garrett Choice)
About the Author
Kathryn Ann Agard, Ed.D., is Executive Director of the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership at Grand Valley State University. Prior to joining the Johnson Center, Dr. Agard served for a decade as founding Executive Director of Learning to Give, an initiative of the Council of Michigan Foundations. In this role, she had management responsibility for a unique new venture to develop, test, refine, and infuse the teaching of philanthropy into the el-hi curriculum. Dr. Agard has over 30 years of nonprofit management and executive experience in health care, higher education, and foundation philanthropy. This includes creation, implementation and management of the Michigan Community Foundations' Youth Project, a $100 million program to cover the State of Michigan with community foundation service, to grow community foundations to scale, and to engage youth in grant making. Dr. Agard holds a Doctorate in Educational Leadership from Western Michigan University with a double major in public administration and human resource development. Her dissertation identified the common characteristics of community foundations to be anticipated at differing ages and asset sizes. Dr. Agard has since written and published numerous books and monographs related to organizational development and the nonprofit sector. She is Vice-President of the Board of Hackley Hospital, chairs the Investigational Review Committee, serves on the Executive and Personnel Committees, and continues as a Board member of Learning to Give. She is Lay Leader of her church and sings in the choir. Finally, Kathy is married to a retired sixth grade science teacher and has two grown children and three perfect grand-children.
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