Poli 370 Midterm

What are the six practices of high-impact nonprofits?

(1) Serve and Advocate-High Impact nonprofits not only serve their clients but they also are involved in advocating on their behalf. They implement policy and legislation that either gains the organization more resources or makes it easier to serve the nonprofit. (2) Tapping into the different market- means you find out how to get resources from sectors other than the public sector. This may look like partnering with a corporation or it may look like having a small business center. (3) Inspire evangelist-Your network is everything. Not everyone can be a baller for your organization. You have to find meaningful ways to inspire ambassadors for your organization. Have a network of volunteers, donors and people can introduce (4) Foster your nonprofit network-by providing them with meaningful support. This will create allies and support to advance the field. (5) Master the art of adoption- As times changes, the organization should evolve also. (6) Share the leadership- Allow people within the organization to make meaningful decisions and contributions.

Describe fully the steps involved in the strategic planning process

•Plan to plan - determining needs for the planning process: Membership, Resources, Schedule, Meeting Place, Communication Avenues, Rules and Responsibilities, Purpose, Steps, Limits and Boundaries, and Timeline •Determination of Nonprofit Values, Mission, Vision •Assess the situation-organizational accounting via SWOT analysis or other analytic tool •Identify the strategic issues or questions that need to be addressed •Develop goals, strategies, and objectives •Write and communicate the plan •Develop operational plan •Execute the plan •Evaluate the results-Learning from evaluation: midcourse corrections/new strategies

Why and what are the steps of building an inclusive board

-Demonstrates awareness of the community and constituents who benefit from and contribute to the services of the organization ○ Identification of and agreement between constituency can be difficult ○ the board of directors should have mechanisms in place to identify and understand these multiple constituents -Seeks information from multiple sources (Daley and Angulo, 1994) ○ Gather information on range of issues—about programs and services ○ Information can be obtaining by inviting experts to board meetings, encouraging staff to share their perspectives more frequently and informally with board members, and seeking input from the people whom the board's decisions are likely to affect -Establishes policies and structures (such as committees) to foster stakeholder involvement ○ Put structures and policies in place to promote and encourage inclusion of stakeholders ○ Some of these structures might be committees or task forces composed of board and nonboard members, as well as advisory committees

Discuss the different types of governing boards, their advantages and disadvantages of each.

-Elected governing boards (elected terms, then elect new members) Advantages: ○ Help ensure that the organization and the CEO will be responsive to members needs and priorities Disadvantages ○ Division among the membership may create disagreement on the board ○ Turnover on the board may make it difficult to sustain focus on long-term goals and plans ○ Skills of board members may be uneven, since personal popularity or positions on issues may influence election -Self-perpetuating governing boards Advantage ○ Can maintain continuity of culture, priorities, and goals ○ Can craft board membership to gain needed skills ○ Can select members who are helpful in fundraising Disadvantage ○ May become unrepresentative of community or constituency ○ May become too stable to respond to changes in the environment ○ May become too passive yield too much authority to the CEO -Hybrid governing boards (often including self-perpetuating, ex officio) Advantage ○ May combine the responsiveness of elected boards, stability of self-perpetuating boards, and accountability to an appointing authority ■ ex. sponsoring church Disadvantage ○ Different interests and loyalties of board members may lead to stalemate ○ Ex-officio members may not be fully committed to organization -Advisory boards or councils Advantage ○ May be a vehicle for gaining expert advice on technical matters and/or for engaging more people as advocates and donors Disadvantage ○ If roles and responsibilities are not clearly defined and understood, may intrude on areas in which only the governing board has authority

How do we ensure that an organization is effective in achieving its mission?

-Financial ratios •Ratios most commonly used in evaluations Program expenses : contributed income Cost of fund-raising : Funds raised Percentage of overhead expenditures Working capital -Measuring against peers Benchmarking -- comparisons among organizations Statistical benchmarking Corporate benchmarking - comparing policies and practicing -Balanced scorecard (Kaplan and Norton, 1992) •Originally developed for use in the for-profit sector •Combines financial data with other considerations •Four perspectives -- financial, customer or client, internal business, innovation and learning -Dashboard (Paton, 2003) •Developed as a balanced scorecard specifically designed for nonprofits •Five perspectives -- current results, underlying performance, risks, assets and capabilities, change projects

Why do nonprofits need boards?

-Legal reasons ○ State laws require that nonprofit corporations have a board to assume the fiduciary role for the organization's well - being ○ State laws stipulate the minimum size for a board — mostly between one and three members — and other requirements that define how boards may function or be structured ○ Federal law expects the board to serve as the gatekeeper for the organization -Ethical Reasons ○ Board goes beyond the legal requirements to ensure that the organization not only does things right, but does the right thing ○ Acts as the agent for the organization's constituents ○ Work with management to ensure that goals are met and that ethical principles guide all activities ○ Provides oversight on how funds are used -Practical Reasons ○ In start-up organizations boards draft the organizational documents, hunt for supplies and equipment, and procure funding ○ Before a staff is hired, board members usually manage the daily affairs and run the programs of an all - volunteer organization ○ Detached from daily affairs, the board is able to differentiate the trees from the forest — to look at the organization as part of its larger sphere and not just as an office that carries out the strategic plan ○ Provides continuity

What are the mechanisms of accountability?

-Legal requirements State laws, federal laws, Sarbanes-Oxley Act, and IRS regulations-Form 990 -Self-regulation Panel on the Nonprofit Sector (Independent Sector, 2005) Standards and accreditation Principles of good governance and ethics •Written code of ethics •whistle-blower policy •Assets protection policy •Governing body •Conflict of interest policy •Responsible fund-raising -Charity watchdogs (transparency) Proactively examine nonprofit organizations, applying their own standards Complete their evaluations with or without the cooperation of nonprofit -Accountability how? •Tools-distinct end product; outward focus •Reports & disclosure statements (e.g. Form 990) •Evaluations & performance assessments ( what's measured is done—if not, punishment) •Industry self regulation (standards of behavior) •Processes-course of action; inward focus •Participation •Adaptive learning

How do we define and measure an org. impact?

-Measuring against mission •Theory of change-how we effect change •Logic model- what we do and how Links between program objectives, activities, and expected program outcomes •Inputs-what resources are committed Money, time, staff, expertise •Outputs—what we count Program created, number of people served, activities carried out •Outcomes- what we wish to achieve Changes intended, expected, •Outcome indicators -what we use to stay on course Specific, observable, measurable •Impact- what we aim to effect •Common indicators Identifying a common set of outcomes and indicators for all nonprofit organizations -Social return on investment •Monetizes the social value created by nonprofits •Methodology evolved from cost-benefit analysis •Resource and time consuming -Blended value •Builds on concept of social return on investment •Three measures -- economic value, social value, and environmental value •Attempt to define common measures of performance for organizations across all sectors

Explain the different obstacles to collaboration and conditions for successful collaboration?

-Obstacles to collaboration • Motivations • Culture • Egos • Costs -Conditions for Success • Mission-driven • Commitment from top Leadership • Trust • Relatedness • Process

What are the responsibilities of the board chair?

-Personal qualities ○ Approachable, available, good listener, communicator, respect, group facilitation skills -Commitment to the board ○ Engage board members to take ownership for the work of the board ○ Ensure that every board member carries out the roles and responsibilities of board service ○ Preside at all meetings of the board and executive committee -Commitment to the organization ○ Uphold legal and ethical standards of conduct ○ Cultivate a working partnership with the chief executive

What is the difference between strategic & operational planning?

-Strategic planning is the process of developing a mission and long-range (>1 Year) objectives and determining in advance how they will be accomplished. Upper Management Corporate and business planning levels -Operational planning is the process of setting short-range (<1 Year) objectives and determining in advance how they will be accomplished. Middle and Lower Managers Functional Planning Level

Why is leadership essential in NP sector?

-employee participation is more common and we need leadership styles to match this, top down models (director has say about direction of the company) of leadership don't work anymore, nonprofit sector needs creative and imaginative solutions to problems, "command and control" doesn't encourage risk and innovation. -develop a consensus about mission and performance and to articulate a vision that gains and holds the commitment of volunteer board members, service volunteers, donors, & others

Describe the 7 elements of capacity building.

1. Aspirations: How a nonprofit is able to articulate its purpose and direction in a way that makes sense. This is usually through their mission, vision, and overarching goals. 2. Strategy: Actions and programs that a nonprofit uses to fulfill their overarching goals. 3. Organizational Skills: How capable a nonprofit is in terms of performance measurement, planning, resources management, and external relationship building. 4. Human Resources: The collective capabilities, experiences, potential and commitment of the organization's board, management team, staff, and volunteers 5. Systems and infrastructure: The supporting details of a nonprofit. Including the technological and physical assets, an organization's planning, decision making, knowledge management, and administrative systems 6. Organizational Structure: The combination governance, organizational design, interfunctional coordination, and individual job descriptions that shapes the organization's legal and management structure. 7. Culture: The connective tissue that binds together the organization such as an organization's norms, values, practices, and orientation towards performance.

What are the 12 principles of an empowered board

1. Constructive partnership ○ Exceptional boards govern in constructive partnership with CEO ○ Recognize that the effectiveness of the board and CEO = interdependent 2. Mission driven ○ Exceptional boards shape and uphold the mission ○ Articulates a compelling vision ○ Ensures congruence between decisions and core values 3. Strategic thinking ○ Exceptional boards allocates time to what matters most ○ Continuously engages in strategic thinking to hone organization's direction 4. Culture of identity ○ Exceptional boards institutionalize a culture of inquiry ○ Mutual respect ○ Constructive debate that leads to sound and shared decision making 5. Independent-mindedness ○ Exceptional boards are independent-minded ○ Decision making.... board members put the interests of organization above all else 6. Ethos of transparency ○ Exceptional boards promote an ethos of transparency i. by ensuring that donors, stakeholders, and interested members of the public have access to appropriate and accurate information regarding 1. finances 2. operations 3. results 7. Compliance with integrity ○ Exceptional boards promote strong ethical values and disciplined compliance i. by establishing appropriate mechanisms for active oversight 8. Sustaining resources ○ Exceptional boards link bold visions and ambitious plans to i. financial support ii. expertise iii. networks of influence 9. Result-oriented ○ Exceptional boards are result oriented ○ Measure organization's advancement toward its mission ○ Evaluate performance of major programs and services 10. Intentional board practices ○ Exceptional boards intentionally structure themselves to i. fulfill essential governance duties ii. Support organizational priorities 11. Continuous learning ○ Exceptional boards embrace the qualities of a continuous learning organization i. by evaluating their own performance ii. assessing the value they add to the organization 12. Revitalization ○ Exceptional boards energize themselves through i. planned turnover ii. thoughtful recruitment iii. inclusiveness

Describe the steps of starting a nonprofit

1. Determine the Mission 2. Form a Board of Directors 3. File for incorporation 4. Draft by laws 5. Develop Strategic Plan 6. Develop a budget resources plan

Describe the 5 life stages of NP

1. Imagine and Inspire: organization has not yet been founded, idea--enthusiasm, energy and creativity 2. Found and Frame: org is created and begins to frame its program: still enthusiasm and energy 3. Ground and Grow: org is building and grow, emphasis on accountability, rapid growth is hard to management: creativity declines minimal to no new ideas due to relying on tradition: hire VCU students, 4. Produce and sustain:organization is mature and stable, autopilot, risk of becoming stale, maintaing momentum is a concern--hire VCU students! 5. Review and renew: see powerpoint

Explain three different types of theories

1. Supply side theories- an economic theory. supply more than people can buy 2. Failure theories- market failure: mismatch of supply and demand, the market doesn't work effectively or efficiently and the gov. may step in to fill gaps (need created by marker) gov. contract failure-when a buyer & seller's contract is broken, usually a result of info. asymmetry (seller has more info on the product than the purchaser does) 3. Theories of Altruism & Giving- (vs. self-interest)predate the NP theories of economists & continue to be the focus of scholars. the focus is on the supplier of goods not the client (similar to supply-side theories)

Identify four major functions that nonprofits perform in relation to government

1. accommodate diversity-NP's give voices to different groups of people, beliefs and values because the government cannot fully accommodate diversity due to their obligation to treat all citizens equally 2. undertake experimentation- can undertake research and development for social programs, can accrue greater risk with public funds than the government can, new programs can be created on a smaller scale and if successful can be implemented into government on a larger scale 3. provide freedom from bureaucracy- can respond more quickly to needs, basically less red tape 4. attention to minority needs- remember the "median voter"? Government pays attention to median voter while NP can work with outliers, Np's can fills the gaps by providing service to groups or topics that the majority political support focus on

Explain the different characteristics of nonprofits organizations

1. organized entities- formal orgs, benefits of having legal status and are separate from individuals 2. Private- No a government agency 3. non-profit distributing-revenues are always returned to the org for the sake of the mission 4. self governing- governed by board(chosen by the founder) and not by an individual 5. voluntary- based in voluntarism, board is a voluntary position, staff entails paid staff and especially volunteers 6. public benefit- interest in serving the greater good, EX: FeedMore helps feed people which in turns for everyone

Discuss three types of measures used by nonprofit organization to evaluate their performance

1.Performance Management: ongoing, internal process to collect and analyze data to track effectiveness of programs. 2.Program Evalutaion: a one-time or periodic effort of collecting and analyzing extensive data. "The systematic assessment of program results and, to the extent feasible, systematic assessment of the extent to which the program caused those reults." 3.Organizational effectiveness/performance: Effectiveness -- efficiency, productivity, and quality Performance -- Measuring Achievement against Mission

Should gifts made by individuals to a nonprofit organization that receives the largest portion of its revenues from fees for services be fully tax deductible, partially tax deductible, or not deductible at all?

All 501 (C) orgs. are exempt from federal taxes. If a nonprofit status is 501 (c) 3 than any gifts are tax deductible

Discuss the differences between a for-profit business providing a good or service to its customers and a nonprofit providing a good or service to its customers. What does the act of satisfying customers in each instance do to its resources? Is this always true?

Both nonprofits and for profits receives compensation for their goods and services . The goods and services of nonprofits will almost always be geared towards creating civil society, pursuing social change, and sustaining the free expression of ideas and opinions in a democratic society. Achieving the mission is their top priority at all times for nonprofits. In both a for-profit business and a nonprofit, satisfying the customers uses resources. In the case of the nonprofit, though, satisfying the customers can lead to more resources. If people see that you are satisfying your mission, they will be more likely to donate money/resources to you. If it's a member serving organization, they receive membership fees, dues, other contributions. Or if they're a thrift store, from sales etc.

What is an organization's capacity?

Everything an organization uses to achieve it mission, ranging from having furniture to proving effective programs and even have people to help their mission

What is strategy?

Focused on the long term, not on the day-to-day, a strategy is a plan for pursuing a mission and achieving objectives

Discuss the five levels of hierarchy of values

Level 1: Maintaining Competent Financial Management •Financial competence promotes successful budgeting and recruitment/ retention of staff, volunteers, donors, and clients •Lack of fiscal competence leads to financial mismanagement, as exemplified by inaccurate financial reporting, excessive executive compensation packages, misuse of donor monies, and poor auditing procedures •Financial mismanagement is less likely to occur in organizations that internalize ethics early Level 2: Establishing Accountability •Accountability refers to the ability of nonprofit organizations to establish transparency and trust •When organizations follow external controls and even conform to higher standards of accountability, they are less vulnerable to scandal •To establish accountability, nonprofits must ask themselves who they are accountable to, for what, and how Level 3: Establishing Reciprocity •Reciprocity refers to the ability of nonprofit organizations to serve their constituents and donors in a manner that maximizes acceptance and trust •Nonprofits achieve reciprocity when they recognize and celebrate the match between donor interests and their own •Specific interests of the donors, volunteers, and staff associated with an organization, thereby employing a supply-side rationale Level 4: Instilling the Value of Respect •An organization is respected by others and has respect for itself and others. •Employees feel worthwhile and appreciated. Donors, volunteers, and clients are treated as integral members of the team. •Proper training, assignment, risk management, and motivation are crucial elements in respecting everyone associated with a nonprofit •Clear job descriptions that explain the work needed, the skills required, the tasks involved Level 5: Integrity and the Self-Actualized Nonprofit Organization •Integrity is defined not only as incorruptibility, but as completeness of commitment to ethical behavior •With integrity, an organization has an internalized moral code, is able to engage in creative problem-solving, and pursues its mission to the fullest extent possible •Attaining integrity relies on achieving financial competence, accountability, reciprocity, and respect •Exhibit a stewardship approach to management and administration •Stewards place higher value and priority on collectivist rather than individualistic behaviors, that is, on cooperation rather than defection

Describe governance through the organizational life of cycle

Stage One: Start-up phase ● Lasts a few years and the annual budget is small but growing ● The founder or group of founders usually is visionary, has a passionate commitment to the mission ● Founder brings high level of energy to initiating the first simple programs ● The board of a start - up organization plays a hands - on role in oversight Stage Two: Adolescent ● Accompanied by uncertainty ● This stage often occurs between the third and sixth year of an organization ' s existence, as the annual operating budget grows from approximately $ 250,000 to about one or two million dollars ● Board reduces its operational role as the number of staff rises Stage 3: Mature ● A mature organization has well established programs and well regarded in the community ● Formalized systems and executive board leadership are capable of directing a complex organization ● Takes more than five years to mature ● The board reduces its operational role and increases its policy, oversight, and fundraising role Stage Four: Stagnant ● Signs of a stagnant organizations ○ Diminished funding support ○ Waning demand for services ○ Suffering staff morale ○ Key leaders and officers quit ● Board with cooperation and support from CEO should commernce recovery process Stage Five: Defunct ● An organization is dissolved due to loss of a compelling mission focus, a chronic inability to operate programs effectively, or a lack of technical expertise in marketing and fundraising. ● How do you tell it is time to quit/dissolve? When ...... ○ Programs are widely considered to be ineffective, and the client base has declined significantly ○ The board of directors is moribund, taking little interest in the problems of the organization and showing no will or ability to initiate needed change. ○ The current chief executive is unable or unwilling to take on the task of renewal, and the board can find no one else to do the job. ○ The organization's public reputation is poor and seems beyond resurrection. ○ Management systems are not supporting the organization's work

Why is strategic planning important for a NP org.?

Strategic planning is the process used to seek the strategic fit between the mission of an organization and its internal strengths and external opportunities •The strategic planning process is the perfect time for board members to consider their dreams and visions for an organization and to articulate the essence of its values •Strategic planning must fit into an organization's culture •Strategic planning is an organizational, political, and rational process: it examines all aspects of an organization, involves key internal and external stakeholders Super Important --> Guide the board in future decision making, facilitate and inspire fundraising efforts, and help the board better understand how the organization operates •Clarify the mission to all stakeholders • Assess, reassess, and adjust programs- reevaluate performance •Reaffirm that an organization is headed where it wants to go or should be going .direction is maintained •Focus thinking outside the box •Develop a framework within which to make difficult programmatic and financial decisions • Address external uncertainties and change

What is capacity building?

This is the process by which the mission is developed, sustained and improved. Actions that improve nonprofit effectiveness.

Discuss the different types of accountabilities

To Whom: •Upward to donors •Downward to clients, communities being served •Internally to missions, staff, selves •Varies w/ org type, defined here as •membership orgs *** like the YMCA •service orgs *** like Meals on Wheels •policy advocacy networks-collective acct *** like Lobbyist groups ^^ Each of these three have different priorities in terms of whom their accountability must be catered towards. Memberships mostly to their members, but still to the rest, Services mostly to those they serve and their donors, and Policy Advocacy to donors i.e. taxpayers. ALL should have a tremendous weight on internal accountability. To What: •Finances-emphasis on disclosure, compliance, punishment •Governance-Board especially for internal controls & legal compliance; strategy, performance & impact •Performance-requires metrics that link goals, strategies & outcomes •Mission-demonstrate progress toward public purpose

What are the reasons to resist strategic planning and how can an organization overcome these resistances?

a. We didn't have a good experience in the past i. When the process is clearly defined in advance, people tend to find it less confusing and threatening b. We don't have time to do this right now i. Considering that the frequency of crises diminishes when there are effective strategies to follow c. We don't understand how all the parts fit together i. Most nonprofit leaders are familiar with at least some of the steps involved in strategic planning d. Strategic planning is exhausting-will just have to do this all over again in few years i. When well-managed organization needs to conduct on a regular basis

What are the attributes of an effective capacity building?

• Comprehensive • "one-stop shopping" in which one can access a rage of assessment services, technical support and other kinds of support • Customized • Tailored to the type of nonprofit, its community environment, and its place in the organizational life cycle • Competence-Based • Offered by well-trained providers and requested by knowledgeable stakeholders • Timely • Applies to the duration of capacity-building support

What are ways to collaborate?

• Share resources • Office space, support staff, shared consulting • Share knowledge-networking • Marketing • Co-branding, share links • Program/service delivery • Coordinate services • Funding • Apply for grants together • Advocacy

What are the advantages of collaboration?

• The coming together of diverse stakeholders who may not otherwise meet • The pooling of both tangible and information-based resources • The sharing of ideas and information • The diversification of talents and capabilities of individuals between agencies • The limiting of overlap in services and the coordination of existing services • Gaining access to skill sets of a person or group of people that may only be required for a certain project

What are the components of an ethical culture?

•The focus of leaders' attention •Leaders' responses to crises •Leaders' overall behavior •Allocation of rewards by leaders •Handling of personnel issues such as hiring and firing 1. Legal Compliance and Public Disclosure 2. Effective Governance (using resources to their full capacity, human or otherwise) 3. Strong Financial Oversight 4. Responsible Fund-raising

What are the core components of accountability?

•Transparency-all financial records open to the public •Answerability of justification-knowing why you do/do not act •Compliance-monitoring, evaluation, reporting outcomes •Enforcement or sanctions for shortfalls in the first 3

What are the ten basic responsibilities of the nonprofit chief executives as identified by Richard Moyers

● 1. commit to the mission ● 2. lead the staff and manage the organization ● 3. exercise responsible financial stewardship ● 4. lead and manage fund-raising ● 5. follow the highest ethical standards, ensure accountability, and comply with the law ● 6. engage the board in planning and lead implementation ● 7. develop future leadership ● 8. build external relationships and serve as an advocate ● 9. ensure the quality and effectiveness of programs ● 10. support the board

Discuss the functional responsibilities of the nonprofit governing boards

● Appoint, support, and evaluate the CEO ● Establish the organization's mission -Approve the organization's programs ○ to meet its responsibility for ensuring adherence to the mission and protecting the organization's financial viability -Ensure sound financial management and organization's financial stability ○ obligation to provide their own financial gifts and actively engage in fund-raising ○ Give-or-get policy- require that each board member either give personally or solicit gifts without coordination with the organization's staff, creating potentially chaotic situation that could alienate donors -Establish standards for organizational performance and hold the organization accountable ○ Nonprofit boards are more vital [than for-profit boards] in ensuring performance and accountability

Discuss the legal responsibilities of the nonprofit governing boards

● Care, loyalty, obedience - Duty of care ■ paying attention and exercising due diligence in monitoring organization's finances and supervising actions of management -Duty of loyalty ■ members of the board out interests of organization about their own personal financial interests or that of another organization with which they may also have a formal relationship ■ Conflict of interest ● well-managed boards have formal conflict-of-interest policies that describe procedures to be followed ● Private inurement (legal concept related to) ○ Board member or officer cannot unreasonably benefit from organizations funds -Duty of obedience ■ Requires that the board make sure that the organization is complying with the law ■ Any decisions or actions taken are consistent with organization's mission and governing documents -Intermediate Sanctions ○ Financial penalties to punish individuals who engage in or permit improper transactions ■ First application of immediate sanctions involved the board of Hawaii's Bishop Estate...trustees receiving excessive compensation = ● threaten termination of tax exemption = diminishing benefit of its assets to schools and children ● removal of trustees -Sarbanes-Oxley Act ■ Following corporate governance scandals (early 2000s) 2 major companies ● Enron ● WorldCom ○ ***Act placed new requirements on governance of publicly traded for-profit corporations ○ Two provisions apply to nonprofits 1. destruction of documents 2. protection for whistle-blowers -Form 990 ○ Organizations =<$50,000 in annual revenues are required to file

What are some potential roles for advisory councils?

● Provide specialized expertise ● Can serve as ambassadors for the organization, building bridges into the community and fostering a sense of accountability ● Evaluate the performance of the organization ● Review applications for funding ● Provide credibility ● Enlist help from others without enlarging the governing board

What should be done when a board and chief executive aren't working as a team?

● an external consultant can: ○ provide a structured process for productive discussion and resolution ○ assess strengths and weaknesses ○ provide facilitation skills and help to define preferred outcomes ○ bring objectivity and a fresh perspective ○ provide access to additional business experience and acumen ○ follow up and hold the team accountable ○ evaluate and recommend

What are behaviors of an effective executive director?

● focus on the mission ● focus on the board ● focus on internal relationships ● share leadership and empower others ● focus on key roles and priorities ● use the "political frame" ● right person, right time, right place

What are the different traditional leadership theories?

● trait approach: leaders are more intelligent, dependable, responsible, and active than other members of the group, leadership traits are not physical, relationship with followers is more important than traits. ● leadership styles/behavior: directive leadership (task oriented), supportive leadership (reasons oriented), participative leadership, achievement-oriented leadership. ● managerial grid: developed by Blake and Mouton in 1985. the grid is based on different combinations of task and relationship behaviors and defines four styles. ○ authority-obedience management: high on production and low on relationships ○ country- club management: low on production and high on relationships ○ impoverished management: low on both production and relationships ○ team management: high on both production and relationships. ● situational leadership: different situations require different leadership, proposes that leadership effectiveness depends on the leader's ability to tailor to his or her behavior to the demands of the situation, namely the subordinate's level of maturity, leader must understand their organization and adapt their behavior to fit the situation, leader behavior also depends on "readiness" of the followers ● contingency approach: effectiveness of the group is contingent on the relationship between the style of the leader and the degree to which the situation enables the leader to exert influence. ○ Task-oriented leader is concerned with relationships to complete the task at hand. ○ Relationships-oriented leader is concerned with tasks to have successful interpersonal relationships. ● path-goal theory: a leader should help elucidate the path for followers to achieve group goals. This involved the leader employing particular behaviors in specific situations to increase follower satisfaction and motivate efforts toward task accomplishment.

What are the distinctions between the different types of leadership described in class (transformational, transactional, servant, and charismatic)?

● transformational: leadership that changes people. it inspires and enables people to grow, both morally and in terms of motivation. focuses on values such as liberty, equality, and justice. driven by duty, they are guided universal ethical principles. They are altruistic. ● transactional: an exchange process, in which the leader exchanges rewards or punishments for the behaviors of others. (If you come to work you get paid, if you don't, you won't. if you miss work too often, you will be fired). Essentially like management. ● servant: begins with a commitment to serve others; doesn't pursue own self-interest; bottom-line is less important that honesty, integrity, character, and spirit; stewardship. The basic premise is that leaders should put the needs of the followers before their own needs. Servant leaders are less likely to cast shadows by taking advantage of the trust of followers, acting inconsistently, or accumulating money and power. ● charismatic: more person centered; followers have strong connection to the leader, approaching idol worship; their success as leaders is based on their personal characteristics; and are result focused.