Networks & Leadership: Emergence and Transitions

Networks & Leadership: Emergence and Transitions
Networks & Leadership: Emergence and Transitions
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Networks & Leadership: Volume 20, Issue 3/4: Fall/Winter 2013

Table of Contents:

F e a t u r e s

3 Welcome

4 The Nonprofit Ethicist: Nepotism? Conflicts of interest? A hidden agenda? The Ethicist comes to the rescue. by Woods Bowman

6 A Network Way of Working: A Compilation of Considerations about Effectiveness in Networks: Networks aren’t new, but the role they play in our working lives is expanding significantly through technology. The potential for impact is great, but newly enhanced networks require new strategies. by the editors

16 Creating Culture: Promising Practices of Successful Movement Networks: The Management Assistance Group launched a multiyear program to explore how movement networks can best achieve successful cross-issue collaboration. by Mark Leach, DBA, and Laurie Mazur

26 Learning & Transformative Networks to Address Wicked Problems: A Golden Invitation: GOLDEN, a global network of academics, is partnering with business and others to accelerate the transformation of business to sustainable enterprise. by Steve Waddell, Milla McLachlan, and Domenico Dentoni

34 Keys to Effective Network Leadership: What does working within an intentional network require of its leaders? by the editors

42 Exit Agreements for Nonprofit CEOs: A Guide for Boards and Executives: This groundbreaking article on the topic of exit agreements for nonprofit executives discusses when such agreements are appropriate and what should be considered. by Tom Adams, Melanie Herman, JD, and Tim Wolfred, PsyD

52 Flying Monkeys: Organizational Considerations in an Executive Transition: Conversations with CEO candidates often fail to address the most challenging and important issues in play. Is it any wonder that conflict, misunderstanding, and bad executive choices result? by Ted Ford Webb 56 Rediagnosing “Founder’s Syndrome”: Moving beyond Stereotypes to Improve Nonprofit Performance: Some of the observable negative traits of founder-led organizations may be real, but can they really be termed a syndrome? by Elizabeth Schmidt

D e p a r t m e n t s

62 Dr. Conflict: Is it ever a good idea to outsource your fundraising and grant reporting? And what can you do about a narcissistic supervisor? Dr. Conflict advises. by Mark Light, MBA, PhD

64 Growth Crises and Three Phases of Governance Response: This article looks at how board/staff relationships played out in four small cultural organizations as each encountered a growth/financial crisis. by Wendy Reid, PhD, and Johanne Turbide, PhD

70 Unlikely Takeover: A Third Way to Scale Social Enterprise: This article describes how a $600M for profit chain was rescued by a smaller group of nonprofits, given a new social purpose, and returned to surplus. by Jon Huggett

74 Supporting Nonprofit Capacity: Three Principles for Grantmakers: Grantmakers for Effective Organizations conducted “listening sessions” with funders and nonprofits, and in the process developed three principles for effective capacity-building support. by Lori Bartczak

78 Toward a Successful Internet- Enabled Philanthropy Ecosystem: Part 2: In the second installment of this two-part article, the founder of GuideStar takes an updated look at the ecosystem that informs philanthropy. by Buzz Schmidt

85 How Much Profit Does a Nonprofit Need?: Nonprofits need profit—but how much do they need in order to prevent the steady erosion of the quality of their output? The author presents a theory-based model for capital investment. by Woods Bowman

89 A Century-Old Organization Faces Its Own Journey to the Next Century: The American Nurses Association reflects on its yearlong journey toward organizational change. by Marla Weston, PhD, RN, FAAN, and Wylecia Wiggs Harris, PhD, CAE