Table of Contents

Preface
Acknowledgments

Section 1: Understanding the Nonprofit Sector
Chapter 1: Definition of a Nonprofit Organization
Chapter 2: Historical Moments in the U.S. Nonprofit Sector
Chapter 3: Political and Economic Considerations

Section 2: Leading in Turbulent Times
Chapter 4: The Nature of Leadership
Chapter 5: The Practice of Leadership
Chapter 6: Decision-Making
Chapter 7: Organizational Change

Section 3: Securing Material Resources
Chapter 8: Strategic Planning
Chapter 9: Program Development
Chapter 10: Resource Generation
Chapter 11: Financial Performance Indicators
Chapter 12: Technology and Communication

Section 4: Maximizing Human Resources
Chapter 13: Leadership by Example
Chapter 14: Human Resources Management
Chapter 15: The Nonprofit Governing Board
Chapter 16: Volunteer Administration

Index

About the Author

Martha Golensky is Professor Emerita of Social Work at Grand Valley State University in Michigan. In a career spanning thirty years, she has worked in nonprofit organizations at the local, state, and national levels. She was executive director of Pathways for Youth in New York City, executive director of the Connecticut Trails Council of Girl Scouts, president/CEO of the Center for Nonprofit Corporations in New Jersey, and national director of the capital campaign
of the United Negro College Fund.

Mark A. Hager is Associate Professor of Nonprofit Leadership and Management at Arizona State University. He serves as Editor-in-Chief of Nonprofit Management & Leadership and the director of the master's degree in Nonprofit Leadership and Management at Arizona State.

Reviews

"Strategic Leadership and Management in Nonprofit Organizations includes the classic content on nonprofit management, while at the same time weaving through the most current research and innovative thinking in the subfields of nonprofit management across the different chapters....The authors provide a practical overview of the nonprofit sector and the challenges of leading a nonprofit organization in turbulent times. The sections that follow provide
the most thorough coverage of essential topics on leading a nonprofit organization of any book on nonprofit management I know...The content of each section is illustrated with real-world examples from the
authors' practice experience, making this book a fun and engaging read."
-- Kristina Jaskyte, School of Social Work and Institute for Nonprofit Organizations, University of Georgia
"Strategic Leadership and Management in Nonprofit Organizations, in its second edition, maintains the excellence of the first edition, but adds further depth into our understanding of management and leadership. A must-have book for aspiring leaders in the sector and a first-rate textbook for nonprofit management courses. It details process integral to nonprofits form from strategic management to resource generation and human resource management paid
and unpaid. I am hard-pressed to think of another book that covers the breadth and depth of nonprofit management using research and case studies to help students understand and master how to lead and manage
nonprofits."
-- Femida Handy, Director, Ph.D. program School of Social Policy & Practice, University of Pennsylvania
"This new edition of Martha Golensky's book, with useful additions and updates by Mark Hager, is very accessible to students new to nonprofit organization administration. It also covers key subjects with enough detail to be useful to practicing administrators and to stimulate and freshen their thinking about their important work."
-- Tom Packard, DSW, Professor EmeritusSchool of Social WorkSan Diego State University
"Martha Golensky and Mark Hager's new edition of this classic is most welcome. The entire book is anchored by an engrossing "based on true events" case study which skillfully leads students through the strategic and operational decisions that nonprofits make. Highly recommended!"
--Richard Hoefer, University of Texas at Arlington
"Intended as a textbook for students and a resource for young nonprofit professionals, this book brings together classic management and organizational change theories and practical discussions about the nonprofit sector. Though the work mostly reads like an academic literature review, the last half of many chapters provides links to the theories, planning steps, nonprofit management, nonprofit-related definitions, and exhibits (e.g., a sample job description,
budget report, performance appraisal form). Recommended."

-- Choice