Kathryn Ann Agard, Ed.D., is Executive Director of the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership at Grand Valley State University. Prior to joining the Johnson Center, Dr. Agard served for a decade as founding Executive Director of Learning to Give, an initiative of the Council of Michigan Foundations. In this role, she had management responsibility for a unique new venture to develop, test, refine, and infuse the teaching of philanthropy into the el-hi curriculum. Dr. Agard has over 30 years of nonprofit management and executive experience in health care, higher education, and foundation philanthropy. This includes creation, implementation and management of the Michigan Community Foundations' Youth Project, a $100 million program to cover the State of Michigan with community foundation service, to grow community foundations to scale, and to engage youth in grant making. Dr. Agard holds a Doctorate in Educational Leadership from Western Michigan University with a double major in public administration and human resource development. Her dissertation identified the common characteristics of community foundations to be anticipated at differing ages and asset sizes. Dr. Agard has since written and published numerous books and monographs related to organizational development and the nonprofit sector. She is Vice-President of the Board of Hackley Hospital, chairs the Investigational Review Committee, serves on the Executive and Personnel Committees, and continues as a Board member of Learning to Give. She is Lay Leader of her church and sings in the choir. Finally, Kathy is married to a retired sixth grade science teacher and has two grown children and three perfect grand-children.

"Highly recommended"

• ForewordIntroductionAbout the EditorsAbout the ContributorsPART I. THE NONPROFIT AND PHILANTHROPIC SECTOR1. Legal Definitions, Legal Accountability, and the Roles and Responsibilities of Board Leadership2. Types of Foundations and Their Leadership Characteristics3. Definition of Scope, Scale, and Role of the Nonprofit Sector4. A Nonprofit Organization5. Role of Government, Nonprofit Sector, Business, Family and Their Interaction in Democracy6. Understanding Social Capital, Civic Engagement, and Community Building7. Membership Associations8. Leadership in Service Clubs and Benevolent Societies9. Umbrella Organizations in the United StatesPART II. HISTORY OF THE NONPROFIT AND PHILANTHROPIC SECTOR10. Classic Thought Leaders Framing U.S. Philanthropy11. Origins of the Nonprofit Sector in the United States: From the Elizabethan "Poor Laws" Through the Civil War12. History of Nonprofit Leadership in the United States: From the Civil War to the Great Depression13. History of Nonprofit Leadership in the United States: From the Great Depression to World War II14. History of Nonprofit Leadership in the United States: From World War II to 1969 Tax Act15. History of Nonprofit Leadership in the United States: From the 1969 Tax Act to the Present16. Philanthropic Leadership in Totalitarian and Communist Countries17. The American Presidency and Philanthropy Since the Civil WarPART III. COMMON INTEREST AREAS OF NONPROFITS AND FOUNDATIONS18. Advocacy Organizations19. Role of the Nonprofit Sector in Leading Innovation in Public Policy and Social Change20. The Arts and Nonprofit Organizations21. Community Development22. Education (Pre-Birth, Preschool, and Early Childhood)23. Education (K-College)24. Environment25. Health and Hospitals26. Youth and Character DevelopmentPART IV. NONPROFIT ORGANIZATIONS AND HISTORICALLY DISENFRANCHISED GROUPS27. Gender Matters: Women Transforming Philanthropy28. Women′s Leadership in Philanthropy29. Role of the Nonprofit Sector in Providing Opportunities for Unpopular Causes and Disenfranchised People30. Understanding How Philanthropy and Nonprofit Activities Manifest in Minority Communities in the United States31. Leadership Competencies in a Diverse Culture32. Attracting Leadership From Across Diverse Communities33. Leadership of Philanthropy Through African American Sororities and FraternitiesPART V. LEADING THE NONPROFIT ORGANIZATION34. Theories of Nonprofit and Organizational Leadership35. Dynamism in Action: Leadership of the Nonprofit Enterprise36. Progressive Leadership: Models and Perspectives for Effective Leadership37. Basic Skills of Nonprofit Leadership38. Roles, Responsibilities, and Characteristics of Nonprofit Leadership39. Traditional and Unique Features of the Nonprofit CEO Role40. Servant, Transformational, and Transactional Leadership41. Leading Volunteers in Nonprofit Organizations42. Policies and Procedures for Leaders: Conflict of Interest, Transparency, and Accountability43. Transitional Leadership44. Staff Leadership: Team-Building and Staff Development45. Human Resource Leadership and Management46. Tax Policy and Implications for the Organization: Tax Exemption, Charitable Deduction, and Charity Care47. Financial Issues for Leaders48. Fraud Awareness in Nonprofit Settings49. Budgeting and Forecasting: Implementing Sound Strategic Financial Planning50. Defining Fundraising Success Through Strong Donor Engagement51. Leading the Traditional Giving Pyramid: Overview of Types and Levels of Giving52. Grantwriting and Leadership in Working With Foundations and Government53. Social Entrepreneurship and Business Development54. Philanthropy and Nonprofit Leaders: Rise of the Business Model in Philanthropy55. Selection, Functions, Structure, and Procedures of the Nonprofit Board56. Differences in Boards Based on the Size, Age, and Type of the Organizations57. Board and Staff Leadership Roles: Theoretical Perspectives58. Philanthropic Leadership at the Community Level59. Leading Nonprofit Partnerships With Government60. What Nonprofit Leaders Should Know About Basic Economic Principles61. When Things Go Wrong: Leadership and the Problem of Unintended Consequences62. Leading Collaboration: Creating Strategic Alliances and Restructuring Via Mergers, Acquisitions, and Integration63. Major Social Change Theories That Nonprofit Leaders Should Know64. Public Policy on Tax Exemptions for Nonprofit Organizations65. Nonprofit Organization Life Cycles66. Role of Nonprofit Leaders in Setting the Values, Vision, and Mission of the Organization67. Role of Nonprofit Leaders in Data and Needs Analysis and Assessment68. Culture, Climate, and Social Context in Nonprofit Organizations69. Marketing Issues: Who Is the Customer?70. Role of Nonprofit Leaders in Marketing, Positioning, and Public Relations71. Marketing Issues: Options, Types, and Targets72. Traditional Print Vehicles and Stakeholder Groups73. Media Relations: Promotion and Crisis Communications74. Role of Nonprofit Leaders in Evaluation and the Use of Logic Models75. Role of the Nonprofit Leader in Managing Risk76. Using Data to Make Decisions77. Challenges in Delivering Services Using New Technologies: Organizational Capacity and IT Support78. Leading New Technology Innovation79. Social Media and Electronic NetworksPART VI. LEADING A GRANTMAKING FOUNDATION80. Role of the Foundation Leader in Defining Grantmaking Areas of Interest and Strategy81. Role of the Foundation Leader in Listening to Nonprofit Organizations82. Evaluation, Accountability, and Impact of Foundations83. Leadership Traps for the Grantmaker: The Problem of Consistent Positive Feedback84. Ethics and GrantmakingPART VII. LEADERSHIP OF NONPROFITS AND THE INDIVIDUAL85. Understanding the Charitable, Philanthropic, Altruistic Impulse86. The Charitable Spirit: Tapping Into Altruism to Achieve the Nonprofit Mission87. Philanthropic Motives: Who Gives and Volunteers, and Why?88. Maintaining Personal Balance as a Leader of a Nonprofit Organization89. Professionalization of Leadership and the Rise of Formal Management and Leadership Education90. Nurturing the Next Generation of Philanthropic Leadership91. Growing Your CareerPART VIII. ETHICS AND SOCIAL RESPONSIBILITY IN THE NONPROFIT WORLD92. Fund-Raising Ethics93. Issues in Nonprofit Ethics94. Building an Ethic of Service95. Cross-Cultural Management and NGO Capacity Building96. Making the Case for Workforce DiversityAppendix A. Books on Nonprofit LeadershipAppendix B. Print and Digital Resources in the Nonprofit and Philanthropic SectorAppendix C. Nonprofit Websites [KA: reword title?]Appendix D. title to comeIndex

Kathryn Ann Agard, Ed.D., is Executive Director of the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership at Grand Valley State University. Prior to joining the Johnson Center, Dr. Agard served for a decade as founding Executive Director of Learning to Give, an initiative of the Council of Michigan Foundations. In this role, she had management responsibility for a unique new venture to develop, test, refine, and infuse the teaching of philanthropy into the el-hi curriculum. Dr. Agard has over 30 years of nonprofit management and executive experience in health care, higher education, and foundation philanthropy. This includes creation, implementation and management of the Michigan Community Foundations' Youth Project, a $100 million program to cover the State of Michigan with community foundation service, to grow community foundations to scale, and to engage youth in grant making. Dr. Agard holds a Doctorate in Educational Leadership from Western Michigan University with a double major in public administration and human resource development. Her dissertation identified the common characteristics of community foundations to be anticipated at differing ages and asset sizes. Dr. Agard has since written and published numerous books and monographs related to organizational development and the nonprofit sector. She is Vice-President of the Board of Hackley Hospital, chairs the Investigational Review Committee, serves on the Executive and Personnel Committees, and continues as a Board member of Learning to Give. She is Lay Leader of her church and sings in the choir. Finally, Kathy is married to a retired sixth grade science teacher and has two grown children and three perfect grand-children.

"Highly recommended"

• ForewordIntroductionAbout the EditorsAbout the ContributorsPART I. THE NONPROFIT AND PHILANTHROPIC SECTOR1. Legal Definitions, Legal Accountability, and the Roles and Responsibilities of Board Leadership2. Types of Foundations and Their Leadership Characteristics3. Definition of Scope, Scale, and Role of the Nonprofit Sector4. A Nonprofit Organization5. Role of Government, Nonprofit Sector, Business, Family and Their Interaction in Democracy6. Understanding Social Capital, Civic Engagement, and Community Building7. Membership Associations8. Leadership in Service Clubs and Benevolent Societies9. Umbrella Organizations in the United StatesPART II. HISTORY OF THE NONPROFIT AND PHILANTHROPIC SECTOR10. Classic Thought Leaders Framing U.S. Philanthropy11. Origins of the Nonprofit Sector in the United States: From the Elizabethan "Poor Laws" Through the Civil War12. History of Nonprofit Leadership in the United States: From the Civil War to the Great Depression13. History of Nonprofit Leadership in the United States: From the Great Depression to World War II14. History of Nonprofit Leadership in the United States: From World War II to 1969 Tax Act15. History of Nonprofit Leadership in the United States: From the 1969 Tax Act to the Present16. Philanthropic Leadership in Totalitarian and Communist Countries17. The American Presidency and Philanthropy Since the Civil WarPART III. COMMON INTEREST AREAS OF NONPROFITS AND FOUNDATIONS18. Advocacy Organizations19. Role of the Nonprofit Sector in Leading Innovation in Public Policy and Social Change20. The Arts and Nonprofit Organizations21. Community Development22. Education (Pre-Birth, Preschool, and Early Childhood)23. Education (K-College)24. Environment25. Health and Hospitals26. Youth and Character DevelopmentPART IV. NONPROFIT ORGANIZATIONS AND HISTORICALLY DISENFRANCHISED GROUPS27. Gender Matters: Women Transforming Philanthropy28. Women′s Leadership in Philanthropy29. Role of the Nonprofit Sector in Providing Opportunities for Unpopular Causes and Disenfranchised People30. Understanding How Philanthropy and Nonprofit Activities Manifest in Minority Communities in the United States31. Leadership Competencies in a Diverse Culture32. Attracting Leadership From Across Diverse Communities33. Leadership of Philanthropy Through African American Sororities and FraternitiesPART V. LEADING THE NONPROFIT ORGANIZATION34. Theories of Nonprofit and Organizational Leadership35. Dynamism in Action: Leadership of the Nonprofit Enterprise36. Progressive Leadership: Models and Perspectives for Effective Leadership37. Basic Skills of Nonprofit Leadership38. Roles, Responsibilities, and Characteristics of Nonprofit Leadership39. Traditional and Unique Features of the Nonprofit CEO Role40. Servant, Transformational, and Transactional Leadership41. Leading Volunteers in Nonprofit Organizations42. Policies and Procedures for Leaders: Conflict of Interest, Transparency, and Accountability43. Transitional Leadership44. Staff Leadership: Team-Building and Staff Development45. Human Resource Leadership and Management46. Tax Policy and Implications for the Organization: Tax Exemption, Charitable Deduction, and Charity Care47. Financial Issues for Leaders48. Fraud Awareness in Nonprofit Settings49. Budgeting and Forecasting: Implementing Sound Strategic Financial Planning50. Defining Fundraising Success Through Strong Donor Engagement51. Leading the Traditional Giving Pyramid: Overview of Types and Levels of Giving52. Grantwriting and Leadership in Working With Foundations and Government53. Social Entrepreneurship and Business Development54. Philanthropy and Nonprofit Leaders: Rise of the Business Model in Philanthropy55. Selection, Functions, Structure, and Procedures of the Nonprofit Board56. Differences in Boards Based on the Size, Age, and Type of the Organizations57. Board and Staff Leadership Roles: Theoretical Perspectives58. Philanthropic Leadership at the Community Level59. Leading Nonprofit Partnerships With Government60. What Nonprofit Leaders Should Know About Basic Economic Principles61. When Things Go Wrong: Leadership and the Problem of Unintended Consequences62. Leading Collaboration: Creating Strategic Alliances and Restructuring Via Mergers, Acquisitions, and Integration63. Major Social Change Theories That Nonprofit Leaders Should Know64. Public Policy on Tax Exemptions for Nonprofit Organizations65. Nonprofit Organization Life Cycles66. Role of Nonprofit Leaders in Setting the Values, Vision, and Mission of the Organization67. Role of Nonprofit Leaders in Data and Needs Analysis and Assessment68. Culture, Climate, and Social Context in Nonprofit Organizations69. Marketing Issues: Who Is the Customer?70. Role of Nonprofit Leaders in Marketing, Positioning, and Public Relations71. Marketing Issues: Options, Types, and Targets72. Traditional Print Vehicles and Stakeholder Groups73. Media Relations: Promotion and Crisis Communications74. Role of Nonprofit Leaders in Evaluation and the Use of Logic Models75. Role of the Nonprofit Leader in Managing Risk76. Using Data to Make Decisions77. Challenges in Delivering Services Using New Technologies: Organizational Capacity and IT Support78. Leading New Technology Innovation79. Social Media and Electronic NetworksPART VI. LEADING A GRANTMAKING FOUNDATION80. Role of the Foundation Leader in Defining Grantmaking Areas of Interest and Strategy81. Role of the Foundation Leader in Listening to Nonprofit Organizations82. Evaluation, Accountability, and Impact of Foundations83. Leadership Traps for the Grantmaker: The Problem of Consistent Positive Feedback84. Ethics and GrantmakingPART VII. LEADERSHIP OF NONPROFITS AND THE INDIVIDUAL85. Understanding the Charitable, Philanthropic, Altruistic Impulse86. The Charitable Spirit: Tapping Into Altruism to Achieve the Nonprofit Mission87. Philanthropic Motives: Who Gives and Volunteers, and Why?88. Maintaining Personal Balance as a Leader of a Nonprofit Organization89. Professionalization of Leadership and the Rise of Formal Management and Leadership Education90. Nurturing the Next Generation of Philanthropic Leadership91. Growing Your CareerPART VIII. ETHICS AND SOCIAL RESPONSIBILITY IN THE NONPROFIT WORLD92. Fund-Raising Ethics93. Issues in Nonprofit Ethics94. Building an Ethic of Service95. Cross-Cultural Management and NGO Capacity Building96. Making the Case for Workforce DiversityAppendix A. Books on Nonprofit LeadershipAppendix B. Print and Digital Resources in the Nonprofit and Philanthropic SectorAppendix C. Nonprofit Websites [KA: reword title?]Appendix D. title to comeIndex

Kathryn Ann Agard, Ed.D., is Executive Director of the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership at Grand Valley State University. Prior to joining the Johnson Center, Dr. Agard served for a decade as founding Executive Director of Learning to Give, an initiative of the Council of Michigan Foundations. In this role, she had management responsibility for a unique new venture to develop, test, refine, and infuse the teaching of philanthropy into the el-hi curriculum. Dr. Agard has over 30 years of nonprofit management and executive experience in health care, higher education, and foundation philanthropy. This includes creation, implementation and management of the Michigan Community Foundations' Youth Project, a $100 million program to cover the State of Michigan with community foundation service, to grow community foundations to scale, and to engage youth in grant making. Dr. Agard holds a Doctorate in Educational Leadership from Western Michigan University with a double major in public administration and human resource development. Her dissertation identified the common characteristics of community foundations to be anticipated at differing ages and asset sizes. Dr. Agard has since written and published numerous books and monographs related to organizational development and the nonprofit sector. She is Vice-President of the Board of Hackley Hospital, chairs the Investigational Review Committee, serves on the Executive and Personnel Committees, and continues as a Board member of Learning to Give. She is Lay Leader of her church and sings in the choir. Finally, Kathy is married to a retired sixth grade science teacher and has two grown children and three perfect grand-children.

"Highly recommended"

• ForewordIntroductionAbout the EditorsAbout the ContributorsPART I. THE NONPROFIT AND PHILANTHROPIC SECTOR1. Legal Definitions, Legal Accountability, and the Roles and Responsibilities of Board Leadership2. Types of Foundations and Their Leadership Characteristics3. Definition of Scope, Scale, and Role of the Nonprofit Sector4. A Nonprofit Organization5. Role of Government, Nonprofit Sector, Business, Family and Their Interaction in Democracy6. Understanding Social Capital, Civic Engagement, and Community Building7. Membership Associations8. Leadership in Service Clubs and Benevolent Societies9. Umbrella Organizations in the United StatesPART II. HISTORY OF THE NONPROFIT AND PHILANTHROPIC SECTOR10. Classic Thought Leaders Framing U.S. Philanthropy11. Origins of the Nonprofit Sector in the United States: From the Elizabethan "Poor Laws" Through the Civil War12. History of Nonprofit Leadership in the United States: From the Civil War to the Great Depression13. History of Nonprofit Leadership in the United States: From the Great Depression to World War II14. History of Nonprofit Leadership in the United States: From World War II to 1969 Tax Act15. History of Nonprofit Leadership in the United States: From the 1969 Tax Act to the Present16. Philanthropic Leadership in Totalitarian and Communist Countries17. The American Presidency and Philanthropy Since the Civil WarPART III. COMMON INTEREST AREAS OF NONPROFITS AND FOUNDATIONS18. Advocacy Organizations19. Role of the Nonprofit Sector in Leading Innovation in Public Policy and Social Change20. The Arts and Nonprofit Organizations21. Community Development22. Education (Pre-Birth, Preschool, and Early Childhood)23. Education (K-College)24. Environment25. Health and Hospitals26. Youth and Character DevelopmentPART IV. NONPROFIT ORGANIZATIONS AND HISTORICALLY DISENFRANCHISED GROUPS27. Gender Matters: Women Transforming Philanthropy28. Women′s Leadership in Philanthropy29. Role of the Nonprofit Sector in Providing Opportunities for Unpopular Causes and Disenfranchised People30. Understanding How Philanthropy and Nonprofit Activities Manifest in Minority Communities in the United States31. Leadership Competencies in a Diverse Culture32. Attracting Leadership From Across Diverse Communities33. Leadership of Philanthropy Through African American Sororities and FraternitiesPART V. LEADING THE NONPROFIT ORGANIZATION34. Theories of Nonprofit and Organizational Leadership35. Dynamism in Action: Leadership of the Nonprofit Enterprise36. Progressive Leadership: Models and Perspectives for Effective Leadership37. Basic Skills of Nonprofit Leadership38. Roles, Responsibilities, and Characteristics of Nonprofit Leadership39. Traditional and Unique Features of the Nonprofit CEO Role40. Servant, Transformational, and Transactional Leadership41. Leading Volunteers in Nonprofit Organizations42. Policies and Procedures for Leaders: Conflict of Interest, Transparency, and Accountability43. Transitional Leadership44. Staff Leadership: Team-Building and Staff Development45. Human Resource Leadership and Management46. Tax Policy and Implications for the Organization: Tax Exemption, Charitable Deduction, and Charity Care47. Financial Issues for Leaders48. Fraud Awareness in Nonprofit Settings49. Budgeting and Forecasting: Implementing Sound Strategic Financial Planning50. Defining Fundraising Success Through Strong Donor Engagement51. Leading the Traditional Giving Pyramid: Overview of Types and Levels of Giving52. Grantwriting and Leadership in Working With Foundations and Government53. Social Entrepreneurship and Business Development54. Philanthropy and Nonprofit Leaders: Rise of the Business Model in Philanthropy55. Selection, Functions, Structure, and Procedures of the Nonprofit Board56. Differences in Boards Based on the Size, Age, and Type of the Organizations57. Board and Staff Leadership Roles: Theoretical Perspectives58. Philanthropic Leadership at the Community Level59. Leading Nonprofit Partnerships With Government60. What Nonprofit Leaders Should Know About Basic Economic Principles61. When Things Go Wrong: Leadership and the Problem of Unintended Consequences62. Leading Collaboration: Creating Strategic Alliances and Restructuring Via Mergers, Acquisitions, and Integration63. Major Social Change Theories That Nonprofit Leaders Should Know64. Public Policy on Tax Exemptions for Nonprofit Organizations65. Nonprofit Organization Life Cycles66. Role of Nonprofit Leaders in Setting the Values, Vision, and Mission of the Organization67. Role of Nonprofit Leaders in Data and Needs Analysis and Assessment68. Culture, Climate, and Social Context in Nonprofit Organizations69. Marketing Issues: Who Is the Customer?70. Role of Nonprofit Leaders in Marketing, Positioning, and Public Relations71. Marketing Issues: Options, Types, and Targets72. Traditional Print Vehicles and Stakeholder Groups73. Media Relations: Promotion and Crisis Communications74. Role of Nonprofit Leaders in Evaluation and the Use of Logic Models75. Role of the Nonprofit Leader in Managing Risk76. Using Data to Make Decisions77. Challenges in Delivering Services Using New Technologies: Organizational Capacity and IT Support78. Leading New Technology Innovation79. Social Media and Electronic NetworksPART VI. LEADING A GRANTMAKING FOUNDATION80. Role of the Foundation Leader in Defining Grantmaking Areas of Interest and Strategy81. Role of the Foundation Leader in Listening to Nonprofit Organizations82. Evaluation, Accountability, and Impact of Foundations83. Leadership Traps for the Grantmaker: The Problem of Consistent Positive Feedback84. Ethics and GrantmakingPART VII. LEADERSHIP OF NONPROFITS AND THE INDIVIDUAL85. Understanding the Charitable, Philanthropic, Altruistic Impulse86. The Charitable Spirit: Tapping Into Altruism to Achieve the Nonprofit Mission87. Philanthropic Motives: Who Gives and Volunteers, and Why?88. Maintaining Personal Balance as a Leader of a Nonprofit Organization89. Professionalization of Leadership and the Rise of Formal Management and Leadership Education90. Nurturing the Next Generation of Philanthropic Leadership91. Growing Your CareerPART VIII. ETHICS AND SOCIAL RESPONSIBILITY IN THE NONPROFIT WORLD92. Fund-Raising Ethics93. Issues in Nonprofit Ethics94. Building an Ethic of Service95. Cross-Cultural Management and NGO Capacity Building96. Making the Case for Workforce DiversityAppendix A. Books on Nonprofit LeadershipAppendix B. Print and Digital Resources in the Nonprofit and Philanthropic SectorAppendix C. Nonprofit Websites [KA: reword title?]Appendix D. title to comeIndex