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Managing at the Leading Edge. New Challenges in Managing Nonprofit Organizations. Edition No. 1

  • ID: 2212516
  • Book
  • September 2005
  • 336 Pages
  • John Wiley and Sons Ltd
In Managing at the Leading Edge, United Kingdom’s nonprofit expert Mike Hudson (a modern-day Alexis de Tocqueville) offers an outsider-looking-in guide to the management and governance of nonprofits in the United States. In this important book, he tackles three major questions: What are the leading-edge approaches to managing nonprofit organizations? What should managers and board members be doing differently to enhance the performance of their organizations? How can the impact of the nonprofit sector be significantly increased? Basing his interviews on face-to-face interviews with leading nonprofit CEOs, consultants, academics, and senior managers, Hudson shows what does and does not work in nonprofit organizations. He then distills the best practices from these organizations into practical advice and guidance.  Managing at the Leading Edge presents Hudson’s thought-provoking, proven-in-practice agenda and shows nonprofit leaders how to:
  • Build capacity within their organizations
  • Manage organizational performance
  • Create strategic alliances, both within and outside the nonprofit sector
  • Make the most of changing patterns of funding
  • Develop effective, mission-focused leadership
  • Strengthen governance and board performance

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Tables, Figures, and Exhibits.



The Author.

1. Building Organization Capacity.

2. Managing Performance.

3. Creating Strategic Alliances.

4. Exploiting Changing Patterns of Funding.

5. Leading with Integrity.

6. Strengthening Governance.

7. Reflections of an Outsider.

Resource A: A Brief History of the Nonprofit Sector.

Resource B: People Interviewed for This Book.

Resource C: Some Comparisons with the U.K.

Resource D: The Best Reading.




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Mike Hudson Centre for Civil Society at the London School of Economics.
Note: Product cover images may vary from those shown