Tag Archives: Leadership

Factors Affecting Member Perceptions of Coalition Impact

by Rebecca Wells, Mark Feinberg, Jeffrey A. Alexander, and Ann J. Ward, Nonprofit Management & Leadership, vol. 19, no. 3; Spring 2009. What is it that makes a successful coalition – and what is the X-factor that makes its members believe they are achieving a real impact? This academic paper investigates these questions by bringing together and extending research on perceptions of social impact. The authors’ research focuses on coalitions – which are defined as … Continue reading

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Electric Evangelist – Can Shai Agassi of Better Place, An Electric-Car Company, Honour His Grand Promises?

The Economist, May 2, 2009. Shai Agassi has an idea that would radically alter the automotive industry: he’s leading the “re”-charge of the electric car. Electric cars have been around for years; however they have neither been cheap enough nor convenient enough for the mass market. So, Agassi has developed a systems integration solution for the problem. His insight is to physically separate the battery from the car, thereby allowing a network of battery swapping … Continue reading

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Book Review: The Life You Can Save: Acting Now to End World Poverty

BY Peter Singer, Text Publishing , Melbourne; 2009. Reviewed by Dr. Michael Liffman, Director, Asia-Pacific Centre for Social Investment and Philanthropy, Swinburne University. Peter Singer’s latest book should be one of his least controversial – and, paradoxically, therefore one of his most important. Singer’s ideas inevitably excite heated debate, largely because, notwithstanding their extraordinary lucidity, logic and respect for facts, they rest on premises – the priority of avoiding suffering, the interests of animals, the … Continue reading

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Will They Pay?

by Laura Starita, Alliance Magazine; December 1, 2008 Donor advisory firms have paved the way to assist wealthy individuals and families who want more information about the effectiveness of their giving. According to a recent study by the Boston College Center on Wealth and Philanthropy, 66% of wealthy donors surveyed said they would give more — and differently — if they had information about the effectiveness of their gifts. Two former partners at Goldman Sachs, … Continue reading

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Fulfill the Dream of Leading a Non-Profit

by David Simms and Wayne Luke, The Harvard Business Review, January 2009. The authors of this Harvard Business Review article have worked with several hundred private sector executives seeking to transition to social-sector leadership positions. Their advice to corporate employers? Start lending a hand. Employer programs that help people move into nonprofits can make restless managers more productive and bolster a corporation’s CSR goals. This article cites a study where 9.5% of U.S. workers between … Continue reading

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Book Review: Money Well Spent: A Strategic Plan For Smart Philanthropy

Book by Paul Brest And Hal Harvey, Bloomberg Press; 2008. Reviewed by Duncan Peppercorn; Founder of Social Ventures Australia Consulting. Thank goodness for this book. I hope that it quickly becomes obligatory reading for all those who want to invest in creating a better Australia. Brest and Harvey have managed, with great clarity and appropriate simplicity, to outline the rationale for philanthropists — and by extension all funders of social change — to take a … Continue reading

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Leveraging Leadership Effectiveness

by Sarah Cornally, Third Sector, Issue 3, January 2009. Third Sector, published by The Australian Society of Association Executives (AuSAE), explores issues affecting not-for-profits. The most recent Third Sector issue, ‘Weathering the Economic Storm,’ includes an article on leadership by seasoned management consultant, Sarah Cornally. Turbulent economic times test leadership effectiveness. These times in particular require leaders to remain composed and steadily focused on their organisation’s purpose and long-term vision. Good leaders, Cornally says, turn … Continue reading

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Why Good Leaders Make Bad Decisions

by Andrew Campbell, Jo Whitehead, and Sydney Finkelstein, The Harvard Business Review; February 2009. Why do good leaders sometimes make poor decisions? According to this Harvard Business Review article, leaders are just as vulnerable to basic cognitive biases as the rest of us. Additionally, we entrust leaders to make public decisions that affect other people’s lives and livelihoods — meaning the consequences of these decisions are more exposed. Authors Campbell, Whitehead, and Finkelstein raise awareness … Continue reading

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Summer 2009: Leadership and Accountability

Welcome to the second issue of Knowledge Connect, a quarterly review by the Centre for Social Impact (CSI). Knowledge Connect seeks to connect readers to the latest social impact thinking worldwide. This issue focuses on leadership. Those in leadership positions in nonprofit organisations, government, and philanthropic bodies are presently facing a new set of challenges as they seek to chart a way forward through turbulent economic times. The articles profiled examine ways to enhance leadership decision-making, … Continue reading

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Leading Through Uncertainty

by Lowell Bryan and Diana Farrell, The McKinsey Quarterly, Number 1; 2009. The global financial crisis is forcing leaders to recalibrate. Wildly vacillating financial markets make planning more difficult, especially when no-one seems to know the depth or duration of the financial downturn. While McKinsey Quarterly authors Bryan and Farrell target corporate leaders in this piece, their approach also applies to nonprofit and government heads. Bryan and Farrell assert that even as senior executives confront … Continue reading

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