Twenty-one articles on leadership that the Getty Leadership Institute and NAS have identified specifically for busy arts and cultural professionals.
The book is intended to be a guidebook for leading nonprofit organizations rather than a handbook of nonprofit leadership or management.
The dual functions of guiding artistic or educational activities and an organization’s administration fosters structural complexity, competing sets of goals, multiple stakeholder claims and values in some tension with one another.
Making change in communities requires civic capacity. Power is wielded not only by elected politicians,…
Sustainable performing arts organizations understand their audiences. Sustainable museums understand their visitors. Audiences and visitors…
In this journal article, authors Elkenberry and Drapal Kluver examine the threat that “marketization” poses to democracy and citizenship.
In order to discuss strategy intelligently in the nonprofit sector, we must first understand what…
A short read—an essay really—this piece adapts the principles of Good to Great to the nonprofit sector.
Airport bookstores are filled with the latest answers from management gurus. None have enjoyed anything…
Jeanne Liedtka has been a hugely successful faculty member of the Getty Leadership Institute’s flagship…
The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with…
Dean Williams is a writer and scholar with significant international experience (he served for five…
The chapter “Pain” from Robert Grudin’s book approaches leadership and innovation from a rarely-discussed perspective.…
Some of the greatest achievements in history have been brought about by people who were…
James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…
This journal article is a brief and accessible look at the author’s research in adult learning.
The book is a distillation of Linda Hill’s almost 30 years at Harvard Business School (HBS) where she has studied what effective managers do and how they do it.
The book is based on the work of a core research team who asked, “What are the crucial differences between intelligence diminishers and intelligence multipliers and what impact does each have on organizations?”
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
This short article provides managers with a quick look at methods that can be used both restoratively and preventatively to create an open, respectful and productive organizational culture.
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