This book describes an approach to participatory management and leadership that has proven effective for organizations in U.S. and other western countries where people won’t permit teambuilding to develop to the exclusion of individuality. The groundbreaking core of the book shows how this participatory management strategy, Person-Centered Leadership for Nonprofit Organizations, can be incorporated with great success into high stress nonprofit organizations. The book describes the leadership philosophy and day-to-day operations of an award-winning social service organization that targets youth and their families while successfully using person-centered strategies as the management model.



A revolution is underway in organizational management. In growing numbers, organizations—especially corporate entities—have turned toward participatory management systems that emphasize quality improvement, employee empowerment, and executives who serve (Greenleaf, 1998; Hesselbein, Goldsmith, & Berkhard, 1996; & Yukl, 1998). Corporate America is learning how to create better quality and greater profit by increasing regard for the individual front-line worker—the person who has the real expertise and who is, ultimately, the major factor in completing any quality job. These newer participatory management approaches have improved productivity and profit while increasing worker satisfaction and well-being. As we demonstrate throughout this book, in recent years these approaches have proven to be clearly more than just passing fads.

Yet, relatively few social-service organizations have used these management models to a ...

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