Books

Boards

Andriga, Robert C. Nonprofit Board Answer Book: Practical Guidelines for Board Members and Chief Executives. National Center for Nonprofit Boards, 1998.
The authors have been consultants to hundreds of nonprofit boards and their chief administrative officers. They present principles that seem to work with any organization, regardless of size or mission. Their tips will help you come to grips with many common governance issues.

Carver, John and Alan Schrader. Boards that Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations. Jossey-Bass Publishers, 1997.
Presents a new model for effective governance, and debunks entrenched beliefs about how boards should operate. Shows effective ways for dedicated board members to generate ethical and prudent policies, mission statements, standards, and leadership.

Carver, John and Miriam Mayhew Carver. Reinventing Your Board: A Step-by-Step Guide to Implementing Policy Governance. Jossey-Bass Publishers,1997.
Contains instructions for how to craft policies, set an agenda, and monitor performance of chief administrative officer. Sample policies are included.

Creative Thinking in Executive Management

Caravatta, Michael. Let's Work Smarter. Not Harder: How to Engage Your Entire Organization in the Execution of Change. American Society for Quality, 1997.
This book emphasizes teams and building a shared vision. It explicitly deals with meeting customer satisfaction through the creation of quality products and services. It addresses efficiency issues such as lowering costs and reducing errors.

Conger, Jay Alden. Winnin 'Em Over: A New Model for Managing in the Age of Persuasion. Simon & Schuster, 1998.
The author explains how a manager can succeed in the new era of persuasion and teamwork that has overtaken the old command and control management model. He describes four steps to help managers more effectively direct their employees: build credibility; find common ground; develop compelling positions; and connect emotionally.

Hargrove, Robert A. Mastering the Art of Creative Collaboration. McGraw-Hill, 1998.
This book is not about teamwork. Teams are not always collaborative. Hargrove sees true collaboration as bringing together diverse, talented, creative and bold players who can make the impossible possible.

Mitroff, Ian I. Smart Thinkin for Crazy Times: The Art of Solvin the Right Problems. Berrett Koehler Publishers,1998.
Written by a consultant and business policy professor who believes that organizations commonly fail to solve problems because of problems in critical thinking. The author points out common problem-solving errors, and illustrates them with examples taken from organizational life. He shows how to identify the correct stakeholders, expand options, phrase problems correctly, expand boundaries and manage paradoxes inherent in real-world situations.

Leadership

Boone, Mary E. Leadership and the Computer: Top Executives Reveal How They Personally Use Computers to Communicate. Coach, and Compete. Prima Publishing,1991.
Sections are devoted to a history of tools and thinking, and using a computer to allow a leader to communicate, act as coach, and delegate power and responsibility. Describes how a leader can use the computer as a tool to lead better. Provides examples of leaders including the managing partner of Jones, Day, Reavis, & Rogue, Senator Gordon Humphrey, and CEO 's of major companies such as Cable Guide and Mead Corporation.

Conger, Jay Alden, Gretchen M. Spreitzer, and Edward E. Lawler III (editors). The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action (the Jossey-Bass Business & Management Series). Jossey-Bass Publishers,1998.
Distinguished contributors give advice on how to create leaner, more responsive organizations while empowering workforces. The emphasis is on effective change management, in anticipation of organizational transformation. The principal editor earlier authored Learning to Lead.: The Art of Transforming Managers into Leaders (1994).

Covey, Stephen R. Principle-Centered Leadership. Fireside,1991.
Revisits The 7 Habits of Highly Effective People and shows how these habits can be applied to performing as an effective leader on the job and during one 's personal life. Outlines creating team spirit, the use of a mission statement, and maintaining control while giving people the autonomy they need to be effective.

Eadie, Douglas C. and Alan Schrader (editors). Changing by Design: A Practical Approach to Leading Innovation in Nonprofit Organizations. Jossey-Bass Publishers, 1997.
Offers a pro-active approach to both designing and implementing change initiatives within nonprofit organizations. Shows how to design and manage a change plan from initial analysis through implementation. Stresses the need to effectively partner with boards. Also shows how to unleash creativity and innovation in developing change initiatives by effectively involving staff in designing and implementing change.

Friedman, Brian, James Hatch and David M. Walker. Delivering on the Promise: How to Attract Manage. and Retain Human Capital. The Free Press, 1998. Authors demonstrate how the "Human Capital Appraisal " approach in human resources enables managers to measure and leverage their organizations ' investment in people. Measuring the amount of time and money management spends to recruit, develop, and manage human resources is discussed. How an organization can assess their return on this investment and leverage the value of its human capital resources is examined.

Gardner, Howard. Leading Minds: An Anatomy of Leadership. BasicBooks, 1995.
The first section gives the framework of leadership. Each chapter of Part II provides individual case studies of well known leaders including Eleanor Roosevelt, Martin Luther King Jr., George C. Marshall, and Pope John XXIII Concludes by defining the constant features of leadership, the trends affecting twentieth-century leadership, and some guidelines for effective leadership.

Haynes, Marion E. Stepping up to Supervisor. Executive Roundtable Publications, 1987.
This concise guide to the diverse challenges faced by new supervisors is as timely now as when it was first written. Appendix contains forms for planning your development as a supervisor and for improving work groups.

Kagan, Sharon L. and Barbara T. Bowman (editors). Leadership in Early Care and Education. National Association for the Education of Young Children, 1997.
This volume examines current understanding about leadership and explores future possibilities for its development. It focuses on leadership development within the field of early care and education (for example, family child care, for profit and nonprofit center-based care, Head Start and school based early childhood education). The volume emphasizes that real leadership is not necessarily synonymous with job title or job function--that is, many people, regardless of their titles, exert profound leadership in the field. A diverse group of leaders contributed to this volume.

Kotter, John P. A Force for Change: How Leadership Differs from Management. The Free Press, 1990.
Clearly delineates the differences between leadership and management. Based on business experiences, the underlying themes apply to leaders and managers of non profit as well. An excellent Postscript section summarizes the major ideas presented in the book, clearly and simply.

Oakley, Ed and Doug Krug. Enlightened Leadership: Why pay someone else to tell your people what they already know. Stonetree, 1991.
The authors illustrate an effective 5-step framework on how to draw from the existing energy of employees in order to overcome resistance to change. This book is based on a self-teaching technique that demonstrates how to empower staff, and create a "change-friendly " culture where both management and staff can excel. Emphasis is on creating continuous positive change in your personal life as well as in your business life.

Rethinking Leadership. Kellogg Leadership Studies Project, 1998.
Begins with a case study by the Kellogg Leadership Studies Project (KLSP) which concludes that leaders need to understand the value of collaboration and participation. Papers by various authors cover: the purpose of leadership instead of the definition; using empowerment for change; recognizing diversity as a positive asset for organizations and communities; supporting initiative; and learning from the past.

Wheatley, Margaret J. Leadership and the New Science: Learning about Organization from an Orderly Universe. Berrett-Koehler Publishers, 1992.
Describes management from a scientific perspective. Applies scientific concepts to organizing people, work, and life. Explains how to help find order in a chaotic world, create adaptive organizations, and reconcile individual autonomy with control. Wheatley also looks at what leads to an organization 's growth or death.

Organizational Effectiveness

Block, Peter. Stewardship: Choosing Service over Self Interest. Berrett-Koehler Publishers, 1993.
Challenges leaders of organizations to change their managerial approaches, and places real meaning into the ideas of service and accountability. "Stewardship " replaces the traditional concepts of self-interest and control with those of service, responsibility, and partnership. Block demonstrates how applying the stewardship concept can change all areas of management and governance.

Davidow, William H. and Bro Uttal. Total Customer Service: The Ultimate Weapon. Harper and Row,1989.
The initial chapter defines the current service crisis which has come from deregulation within various industries, short-term economics, and technology that defines customer service. Topics covered include: setting a strategy; providing leadership; people policies; keeping track.

Strategic planning/Management

Drucker, Peter F. The New Realities in Government and Politics/in Economics and Business/in Society and World View. Harper and Row,1989.
Examines the impact of technology, the functions and limits of government, and the paradoxes of economic development. A chapter is devoted to defining the origins and social function of an organization.

Goodstein, Leonard D., Timothy M. Nolan, and J. William Pfeiffer. Applied Strategic Planning: Comprehensive Guide. Pfeiffer and Co.,1992.
The initial chapter provides a definition of strategic planning. The other chapters outline the steps included in a model which Pfeiffer and Company uses: a process for visioning; dealing with the organization 's culture; roles of a consultant; preparing for the plan ; environmental monitoring; examination of values; defining the mission; strategic business modeling; performance audit; identify gaps between current performance and reguired performance; integrating plans including budgets; marketing; timetables; contingency planning; and implementation.

Kaye, Judy and Michael Allison. Strategic Planning for Non-Profit Organizations: A Practical Guide and Workbook. John Wiley & Sons,1997.
Demonstrates how to create and implement an effective strategic plan using a simple, seven phase process. Covers everything, from defining the mission and setting the course to initiating, monitoring, and streamlining the plan. Field tested worksheets, checklists, and tables in both print and disk formats are included.

Senge, Peter, Art Kleiner, Charlotte Roberts, Richard B. Ross, and Bryan Smith. The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization. Currency/ Doubleday,1994.
The "Fieldbook" is a pragmatic, hands-on guide to creating a learning organization. Some of the topics covered include: reinventing relationships, building a shared vision, systems thinking, strategies for team learning, and organizations as communities. Icons and cross-references lead the reader from defining the problem to problem-solving.

Systems Thinking

Kim, Daniel H. and Virginia Anderson. Systems Archetype Basics: From Story to Structure. Pegasus Communications,1997.
Daniel Kim is an organizational consultant, facilitator, and public speaker. He helps transform organizations and is co founder of the Organizational Learning Center at MIT. Systems Archetypes are recurring systemic "stories " that crop up in all organizations. This book presents technigues that will help spark discussion and gain insight into management problems so that intervention can take place.

O'Connor, Joseph and Ian McDermott. The Art of Systems Thinking: Essential Skills for Creativity. Thorsons Publishers,1997.
Defines systems thinking. Gives instructions on thinking past the obvious answers. Individual chapters are devoted to the following steps: making mental models, thinking in new ways, mapping intuitions, and finding a conclusion. The final chapter provides a history of systems thinking.

Oshry, Barry. Seein S stems: Unlocking the Mysteries of Organizational Life. Berrett-Koehler, Publishers,1996.
This book, written in a reader friendly manner, discusses how each of us behaves in the systems of our lives, and how we need to overcome the four types of "systems blindness ": spatial, temporal, relational, and process. By "seeing systems, " we are able to gain insights into what drives behavior, and how to cope with our roles in social systems in the workplace, and at home.

Slaikeu, Karl A. and Ralph H. Hasson. Controlling the Costs of Conflict: How to Design a SvsteSystemYour Organization. Jossey-Bass Publishers,1998.
The principles taught in this book will help organizations to diagnose the weaknesses in existing systems or build new systems that have the power to reduce the monetary, strategic, and emotional costs of conflict.

Waring Alan. Practical Systems Thinking. International Thomson Business Press,1997.
Intended as a textbook. Provides principal methods of applied systems thinking: systems failures, hard system methods, and soft system methods. Includes objecobjectivesgrams, analyses of case studies, steps for systematic intervention, and exercises.

Teams

Hackman, J. Richard, ed. Groups that Work and Those that Don't : Creating Conditions for Effective Teamwork. Jossey-Bass Publishers,1991.
An analysis of over twenly-five task performing groups reveals why some work groups succeed while others fail, and indicates how leaders can improve their groups' effectiveness. Different types of work groups are examined, each having diverse purpose and structure. Crosscutting themes in all groups are highlighted to explore what works and what doesn't Practical guidance is offered to assistant leaders in maximizing the potential of their work groups.

Harshman, Carl and Steve Phillips. Team Training From Start upto Hiup toerformance. McGrawHill,1996.
Provides outline, charts, and worksheets to help empower teams. Chapters are devoted io communication, team profile, team vision, team business meetings, team decision making, role within the organization, problem solving, and roles in team members.

Putz, Gregory B. Facilitation Skills: Helping Groups Make Decisions. Deep Space Technology Company,1998.
Emphasizing the neutral role of the facilitator, this book outlines six sets to group decision-making. Explains how to set up meeting rooms, use flipcharts, build consensus, and handle confZicconflict other topics relevant to group decision-making.

Rees, Fran and Matt Holt. The Facilitator Excellence Handbook: Helping in People Work Creatively and Productively Together. Pfeiffer & Co.,1998.
A how-to book that details key facilitation methods, then gives step-by-step instructions for facilitating meetings and other group endeavors. Explains what facilitators need to say and do in order to achieve competency.

Robinson, Russell D. The Empowerment Cookbook: Action Plans for CreatinCreatingnin or Refocusing Empowered Work Teams. McGraw-Hill,1997.
Uses a "cook book" theme, to create a set of "recipes " for successfully empowering staff within any type of organization. It's empowerment strategies are offered in an easy-tofollow, five-step implementation process: Plan, Prepare, Preheat, Process, and Cook.

Work - Inspirational Aspects

Covey, Stephen R. The Seven Habits of Highly Effective People: Restoring the Character Ethic. Fireside Books,1989.
Principle-centered leadership is the emphasis of this national best seller. The focus on integrity is the key to being an effective Head Start director. Covey's definition is: "Integrity includes but goes beyond honesty. Honesty is telling the truth-in other words, conforming our words to reality. Integrity is conforming reality to our words-in other words, keeping promises and fulfilling expectations. "

Goleman, Daniel. Emotional Intelligence. Bantam Books,1995.
Uses brain and behavioral research to define emotional intelligence as self-awareness, impulse control, persistence, zeal, self motivation, empathy, and social deftness. Demonstrates how emotional intelligence can be strengthened to help both career and personal life.

McGee-Cooper. You Don't Have to Go Home from Work Exhausted: A Program to Bring Joy Energy and Balance to Your Life. Bantam Books,1992.
This practical resource, based on research from brain science to stress reduction suggests creative ideas and strategies that can assist you in managing your life. The authors help you to recognize the symptoms of stress, depression, and burnout in your work environment, and how to re-energize your spirit.

Pearson, Carol S. Awakening the Spirit Within: Twelve Archetypes to Help Us Find Ourselves and Transform Our World. HarperCollins Publishing,1991.
The author demonstrates that there are many heroic paths available to us and outlines twelve archetypal patterns that can aid inner development and the quest for wholeness. This book demonstrates how journeys differ by the age, gender, and cultural background of the seeker, and is written for individuals who want to realize their full potential and for those interested in empowering others.

Pearson, Carol S. The Hero Within: Six Archetypes We Live By. Harper San Francisco,1998.
Chapters describe the six archetypes we live by: 1. From innocent to orphan, surviving difficulty; 2. The wanderer, finding yourself,; 3. The warrior, proving your worth; 4. The altruist, showing generosity; 5. The innocents return, achieving happiness; and 6. The magician, transforming your life. Describes how we can learn what we have going for us and how to use inner support to help us achieve challenges in life. Can be used for parenting, psychotherapy, schools, counseling, recovery programs, organizations, executive and transitional coaching, religious organizations, cultural diversity, political organizing, and analytical thought.

Journal Articles

Barton, Tretheway and Steve McDougal. "Innovate or Evaporate." Association Management 50:12 (November 1998) : 65-69.
Encouraging innovation means an executive allows employees to take reasonable risks and accepts failures knowing that in the long run the company will succeed. In order to innovate the following steps are outlined.- set a vision and establish realistic goals and measurable objectives; create teams; assist customer needs and wants; generate ideas; develop and test prototypes; and use a marketing plan for a new service. Examples of nonprofit organizations' use of innovation are included.

Gryskiewicz, Stanley. "Leading Renewal: The Value of Positive Turbulence." Leadership in Action 18:5 (1998) : 1-7.
Turbulence can come from information, a competitive environment, or an organizational structure. A leader can use positive turbulence to renew an organization by allowing employees to respond creatively to change. This can be done by providing the necessary publications, working in teams, andfinand findingays to serve the customers.

Muehrcke, Jill. "The Secret of Nonprofit Leadership: Embracing the Paradox." Nonprofit World 14:2 (March-April 1996) : 2.
Paradoxically the best leaders strengthen themselves by empowering others. Hire good people, train them well, allow them to make their own decisions. Leaders who respect their staffs will be more powerful and appreciated.

Orlikoff, James. "7 Practices of Super Boards." Association Management 50:1 (January 1998) : 52-58.
Super boards of organizations and associations provide effective governance by the following steps:1. Embrace systems thinking, meaning that board members of a subsidiary or member organization recognize that their interests will be best served if the association as a whole achieves its mission; 2. Have a mission statement which everyone on the board and organization is aware of - 3. Lead change by reducing discussion of the past during the meetings and leave more time for future-making decisions; 4. Reguest good governance information which pertains to identified strategic issues; 5. Hold board members accountable to performance standards; 6. Examine and fine tune governance structures with the changing times; 7. Develop board job descriptions which will hold members accountable for their work and help develop criteria.

Ramsey, Robert D. "So You've Been Promoted or Changed Jobs. Now What? (How to Jump Start a New Job)." Supervision 59:11 (November 1998) : 6-8.
Gives advice on how to prepare for a new supervisory position. Once in the position, prove that you are worthy of it, seek out a mentor, set personal goals, and let the staff , know about them. In addition, plan your first day in detail, meet the appropriate people right away but don't make guick quicknces.

Prepared for the Head Start Bureau by Trans-Management Systems, Corp. under contract,105-95-1527. No official endorsement of any practice, publication or individual by the Department of Health and Human Services or the Administration for Children and Families, the Head Start Bureau or the Head Start Publications Management Center is intended or is to be inferred.

Any questions or comments regarding this bibliography should be addressed to Nanette Lofaro, HSPMC, (202) 737-1030, ext. 26, nanettel@hslkids-tmsc.org, Linda Nainis, HSPMC, (202) 737-1030, ext.14, lindan@hskids-tmsc.org, or Jessica Fomalont, (202) 737-1030, ext. 13, jfomalont@hskids-tmsc.org.

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