Core Course: Nonprofit Management Through a Contemporary Leadership Lens
Classes will be scheduled to allow for working professionals to attend. Weekend Saturday and Sunday classes as well as evening classes may be offered. Course Description This class will provide an in-depth discussion of Nonprofit Management and Leadership Theory and Development, with a focus on the phenomenon of transformational leadership. This course will go more deeply into the challenges and issues facing leaders in the nonprofit sector and examine the type of cultures, internal infrastructures and relationships in existence in relation to achieving high levels of efficiency and functionality. Some overlap of discussion from the Core Courses related to both Public Policy and also that of Mentoring and Reflective Practice will occur. This course will however concentrate on the nonprofit agency and the growing importance of nonprofits in the public sector. Class participation will be a very important part of looking at current practices in the nonprofit sector and how those practices are serving efficiency and functionality in achieving agency goals. The required and recommended readings, along with the conversations, writing projects and presentations, are intended to improve participants’ in-depth understanding of nonprofit leadership in a contemporary frame. The approach will be one that centers on nonprofits with leaders who are diverse and working to build credible and outcomes oriented agencies that are successful internally and receiving the respect of the external environmental community. Course Objective Include: 1. Personal: Conceptualize how individuals process information and understand that leadership is an interactive process, rather than a list of traits, temperament or accomplishments. 2. Group: Understand the dynamics of one to one, dyadic, small group and larger group interactions, how individuals relate to one another, differentiate between effective leadership styles in highly performing and less high functioning teams. 3. Organizational: Understanding the predictable components of organizations (infrastructure, human resources, systems, competition, culture of organizations) in the context of facing the unique challenges in developing stakeholder buy-in, a shared vision, a shared noble cause, and a participative organizational non-profit culture. Participants should bring ‘living’ examples to the table for discussion. 4. Community: Though the focus is on specific internal non-profit operations that members of this class are aware of, an analysis of what is working and what might be
improved when applying the principles of transformational leadership will be examined in light of the external community environment. (both supportive and challenging) 5. Institutional: A discussion of other leadership approaches that may result in both positive and negative impacts. Analysis of what influences may cause leaders to make poor choices. (pressure to perform, biases, ego, etc.) Please complete all readings of texts and articles for each module prior to the start of class times. The Intensive class format is a seminar with extensive class discussions. The discussions will build on each participant’s insights, reflections, and professional experience to develop a deeper understanding of the subject matter. The assigned readings are the foundation for all class activities. As with any professional class, in responding to the needs, discussion, questions and emergent priorities of the class, the curriculum may be modified. Learning Objectives 1) Through exploration of other established leaders’ performance, discover elements of particular challenges of effectively developing/managing a nonprofit. Consider issues of ego, bias, hierarchy, inclusion and important outcomes for sustainability. 2) Develop understanding of theories of leadership in nonprofits in relation to practice, and contemporary leadership challenges. Develop an action plan for your evolvement as a leader of a nonprofit agency. 3) Engage in an exploration with other participants and lecturer in a supportive, positive environment of individual and group development. 4) Create your action plan as a transformational leader of a nonprofit agency.
Course Requirements 1. Writing assignment: Each participant will be responsible for writing a three-four page description of a nonprofit agency and its relevant infrastructure. It may be an agency that is still in existence or one from the past. You must describe it’s mission, purpose, internal operations and success in terms of company morale, realization of goals, fiscal solvency and current/past leadership. If possible do an interview with someone in leadership at the nonprofit agency. Due the end of second day of class. 2. Class participation and group presentations. Class members will rotate into different teams during the class to have opportunities to work with everyone in class. Groups will present examples of nonprofits they have worked/volunteered for/know of/or are learning about. The quality of discussion is evaluated along with written work and presentations. 3. Team project: Each team project is an analysis of a real nonprofit leader around a specific challenge (rather than a broad example). Each team will submit a written analysis (no more than 10 pages) and make a presentation of 20 minutes to the class on the last day. There will be 10 minutes designated for feedback from participants. The written analysis is due one week after the last day of class.
4. Individual Reflection Paper of at least 4 pages is due two weeks after the last class. Class readings must be referenced/cited in the paper for concepts that you will apply to your leadership practices. Please discuss the most important themes from the readings and how you intend to apply them in your leadership practice.
Required Readings Bass, Bernard M. and Riggio, Ronald E. 2005. Transformational Leadership. Drucker, Peter F., Managing the Nonprofit Organization, Principles and Practices. 2006. Recommended Readings Drucker, Peter F., Collins, J. et al., 2008. The Five Most Important Questions You Will Ever Ask About Your Organization. Collins, Jim. 2005. Good to Great and the Social Sectors. Allison, M. and Kaye, J. 2015, Strategic Planning for Nonprofit Organizations.
You are expected to attend all classes. The nature of the course is a sequential building of the understanding of leadership development and practice. Missing any class will significantly affect the knowledge base acquired and your ability to complete to certification.
Performance Evaluation Written review of article or book
20%
Team project- presentation
25%
Team Project- written analysis
25%
Participation in discussions on readings
10%
Learning Impact Paper
20%
Class Schedule: Topics and Assigned Reading Session 1: Day 1 – AM Introductions and general discussion of leadership from experience. Discussion of course overview, student assignments and expectations. Participative activities and discussion of Transformational Leadership, Bass and Riggio. Chapters 1-3. Thoughts on transformational leadership in relation to other theories of leadership studied in previous classes. Experiences in observing/participating in non-profit agencies related to these leadership styles. Day 1 - PM Discussion of Drucker’s Managing the Nonprofit Organization, Principles and Practices Discussion in small groups of alignment with Transformational Leadership as a preferred leadership approach. What might the outcomes be with a Transformational Leadership style? What might the outcomes be with a more Transactional or Hierarchical leadership style?
Time for reflection, summary of the day and Q & A. Preparation for second day. 1st assignment due on Day 2. Time to work on finalization of first assignment – alone or talking with another participant. Day 2 - AM Recap of Day 1 – other Q & A from period of reflection Transformational Leadership – the stress of performing; implications of Transformational leadership on public policy; and empowerment through Transformational Leadership Chapters 4, 5, 9 and 13. Leadership as relationships – powerful listening and inclusion Applying principles of leadership to management (participants can bring specific examples of experience or observation to class for discussion).
Finding shared noble cause Strategies of engagement (comparing effectiveness) Day 2 -PM Discussion of Drucker’s Managing the Nonprofit Organization, Part I: The Mission Comes First and Part II: From Mission to Performance and Part III: Managing for Performance Step by step analysis of Drucker’s approach to nonprofit management and planning. Discussion of strategy, planning and implementation from a principle and practices point of view (the Human factor to be discussed in Session 2). Reference to Drucker’s (et al.) The Five Most Important Questions You Will Ever Ask About Your Organization Discussions led by Guest Lecturer and followed by small group participation and report back. Time for group reflection, summary of the day and Q & A. Hand in paper. Session 2: Day 3 - AM Leadership (Collins, Good to Great and the Social Sectors) The vision-thing ‘Core Values’ Understanding the internal and external environments Identifying and developing a strategic direction Building relationships and bridges (asset mapping) Leadership challenges Moving from insular leadership and investment in the status quo Sharing power and moving beyond rhetoric to genuine action Transformational and Transactional leadership differences
Day 3 - PM Discussion of Drucker’s Managing the Nonprofit Organization, Part Four: People and Relationships Your Staff, Your Board, Your Volunteers, Your Community; and Part Five: Developing Yourself: as a person, as an executive, as a leader Discussion will be guided by Guest Lecturer Time for reflection, summary of the day, and Q & A. Preparation for assignments: Group involvement to share work in team project assignment: Share leaders identified – traits, styles of leadership, impact on your for final team paper. Discussion of personal leadership styles in relation to professional focus.
Time to work on group presentations. Day 4 – AM Discussion of nonprofit management in light of a transformational leadership Discussion will be based on class activities, reading and research into existing or imagined non-profits Follow up questions and responses from all course work and discussions. Plan for action to develop yourself as a leader of a non-profit using knowledge from Bass and Riggio, Drucker, Collins and Allison and Kaye (as explored). Group presentations (to begin after morning break) Each group will present their team project and after each there will be a time for positive and constructive feedback by other participants before moving on to the next presentation. Day 4 - PM
Continue with Presentations and Group Feedback sessions.
Summarizing class Time for group reflection, summary of the class and Q & A. What did you learn? How will this impact your current work? Your vision for yourself as a nonprofit leader? Your action plan? Individual statements on value of class for professional development.
Final team project due in one week. Final individual paper due in two weeks. Email paper to _________________.
