Authors: Stid, Daniel; Bradach, Jeffrey

Source: Strategy and Leadership, Volume 37, Number 1, 2009 , pp. 35-40(6)

Publisher: Emerald Group Publishing Limited

Abstract:

<B>Purpose</B> - <IT>Whereas the strength of most for-profit enterprises is their management practice, a Bridgespan survey showed that non-profits are best in visionary leadership, but often significantly under-managed. This paper aims to describe how a few charismatic leaders recognize the crucial importance of improving their management capabilities so the organization will deliver great results over time.</IT> <B>Design/methodology/approach</B> - <IT>Examples of five leading non-profits are presented to show how management strengths can be added.</IT> <B>Findings</B> - <IT>Key points learned by successful non-profits are: understand the tension between leadership and management; get strategic clarity to make it easier to see how to achieve the desired impact by setting priorities, establishing performance measures, and making tradeoffs; anchor strategic clarity in a few key metrics, to keep everyone focused; build and align the team; and actively manage the change process.</IT> <B>Practical implications</B> - <IT>Implementing this agenda in the context of nonprofit leadership is difficult. A framework is offered that illustrates the shift that many non-profits need to work through in order to become a high performing organization.</IT> <B>Originality/value</B> - <IT>When asked, non-profit leaders profess that visionary leadership (with a compelling case for a cause) drives fundraising and recruitment of volunteers. But their management to deliver long-term results is not as strong. Organizations must find a balance, with the goal of becoming both strongly led and strongly managed.</IT>

Keywords: Corporate strategy; Leadership; Management skills; Non-profit organizations

Document Type: Research article

DOI: http://dx.doi.org/10.1108/10878570910926052

Publication date: 2009-01-02

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• Previously published as The Antidote

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