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(More customer reviews)Academics and practitioners working in the nonprofit sector have long recognized that the quality of organizational leadership is a major determinant of agency performance. Much of the existing leadership literature has its roots in the corporate or public management fields. By contrast, Nanus and Dobbs have built up an analysis grounded in the experience and special institutional context of the nonprofit sector. As an academic teaching and researching in this area, I appreciate the focus on the nonprofit sector, the theoretical framework and the empirical accounts offered.
In my current nonprofit management course (begun before publication of the book), I found that assigning sections of the book: Chapters 1,7,8,and 9 (the guts of the theory), to be especially helpful. Each student is required to do a descriptive, detailed NPO case study. An element of this study is a descriptive account of a recent or current organizational management issue. The Nanus and Dobbs theory section enabled me and the students to put these management issues into perspective and to identify the critical role of leadership. Next spring, I plan to use the Nanus-Dobbs book as one of my assigned texts and to enlarge on the course treatment of leadership issues. I suggest that other academics consider a similar use.
I also expect that "Leaders Who Make a Difference" would be an effective and appealing aid in the recruitment and training of NPO board members. It offers a keen overview of the leadership roles the board can play; in addition it makes that role realistic, appealing and challenging.
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