Handbook of Leadership Theory and Practice by Khurana and Nohria
The quarterback on the football team is viewed to be responsible for the game win or loss by the fans. On the field, he knows the gameplays, makes the calls to aid the frontline when to move and receive the ball from the center. He tells the team which plays are next. Every team member has a purpose, yet the quarterback is expected to make it happen. The game plays are their strategy, and their goal is to make points mainly in the end zone.
I have learned being an Executive Director of a nonprofit organization does not compare to leading youth organizations or corporate employees. The knowledge I received as a leader in those entities assisted in the shaping of my skills to guide and direct the nonprofit organization. I have spent years reading books, attending leadership workshops on how to be an effective leader and how to manage people. My former employer provided a variety of training to help manager, be efficient there was limited success be, and they never asked the managers above their challenges. After training, we were encouraged to apply their principles:
- One Minute Manager by Blanchard and Johnson whose points were” three practical secrets: One Minute Managing, One Minute Praise, and One Minute Reprimand,” 
- How to Win Friends and Influence People by Carnegie whose points were: “Six ways to make people like you, twelve ways to win people to your way of thinking, and nine ways to change people without arousing resentment,” and
- Who Moved My Cheese by Johnson whose point “was to see change as a beginning and not as an ending.”
Porter and Nohria, did “an in-depth study examining the CEO’s role in large, complex organizations. The results identified several core leadership functions: direction, organization, selection, motivation, and implementation.” (Kindle, Location 287) Managers must provide direction and motivation to those serving on the team. They must have a plan of organization (plan of action), selection (assignment of duties), and when to implement the plan as well as completion of the plan. A small nonprofit board sometimes views the CEO or Executive Director as the one who alone makes the organization successful. A large nonprofit board has officer positions with expected duties of that office, for example, Vice President is the chairperson of the Gala fundraiser. Some board members attend for their designated purpose, they’re not invested in the mission just their purpose.
Khurana and Nohria stated that CEOs are “expected to be proactive-to set an agenda, develop plans, and drive action. They are expected to anticipate the future and plan for potential contingencies. In their studies, they learned there is still a debated on “whether leaders are born or developed. Their view is that they are inherited or innate.” (Kindle, Location 315) I believe the gift is innate and then inherited by way of development from other leaders.
To be successful, one must have a strategy which provides direction and clarity to the purpose of the organization. “The CEO having a good strategy brings clarity about what the organization will do. Goals go hand in hand.” (Kindle, Location 5494) The CEO’s job is similar to the offense team which develops a strategy to get into the end zone (goal). We too as leaders need to set goals and strategize how to reach those goals. As a CEO we must huddle with the team, the board members and staff, share the gameplays. In that huddle, we need to give each team member an assignment, and motivating them to support the goals of the organization.
Thinking globally, my nonprofit’s goal is to globalize our services. Our first step toward globalizing was providing school supplies to students in Ghana. We want to continue but it is a financial challenge. “The authors stated there are three important tasks needed to encourage globalization: institutional work, integrative work, identity work.” (Kindle, Location 7458) “Institutional work is a survival strategy.” (Kindle, Location 7080) “Integrative work is connecting (face to face) with people and resources.” (Kindle, Location 7226) “Identity work involves shaping awareness of differential.” (Kindle, Location 7362) These are excellent tools. We touch on them but as Executive Director, we will surely apply them.
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Tammie Cagle, “Top Management Degrees,” accessed November 15, 2016. http://www.topmanagementdegrees.com/management-books/.
 Tom Butler-Bowdon, “Success Classic” Tom Butler-Bosdn http://www.butler-bowdon.com/spencer-johnson—who-moved-my-cheese.html.
Butler-Bowdon, Tom. “Success Classic”. http://www.butler-bowdon.com/spencer-johnson—who- moved-my-cheese.html.
Cagle, Tammie. “Top Management Degrees.” Last Accessed November 15, 2016. http://www.topmanagementdegrees.com/management-books/.