Governance as Leadership: Reframing the Work of Nonprofit Boards -- Contents -- About BoardSource -- About the Authors -- Preface -- Acknowledgments -- Chapter 1: First Principles -- Principle One: Nonprofit Managers Have Become Leaders -- Principle Two:Trustees Are Acting More Like Managers -- Principle Three:There Are Three Modes of Governance, All Created Equal -- Principle Four:Three Modes Are Better Than Two or One -- Chapter 2: Problem Boards or Board Problems? -- Problems of Performance -- From Problems of Performance to Problems of Purpose -- The Challenge of Reform -- Chapter 3: Type I Governing: Fiduciary -- Type I Governing -- The Type I Mental Map -- The Type I Board -- Assessing the Problems -- Conclusion -- Chapter 4: Type II Governing: Strategic -- Nonprofits Enter the Marketplace -- Boards and Formal Strategy: A Type I Approach to Type II Work -- Strategic Disillusionment -- Strategic Thinking: Beyond a Type I Mindset -- Governing in Type II Mode -- The Evolution of Strategic Governance -- Processes and Structures for Type II Governing -- Implementing Strategy -- Why Not Just Types I and II? -- Chapter 5: Type III: Generative Thinking -- The Power of Generative Thinking in Organizations -- Inside the Black Box of Generative Thinking -- Toward Generative Governing -- Can Boards Do It? -- Chapter 6: Type III: Generative Governing -- Using a Type III Mental Map of the Organization -- Recognizing Generative Landmarks -- Working at the Boundary -- Looking Back: The Future in the Rearview Mirror -- Deliberating and Discussing Differently -- Mind the Mode -- The Payoffs -- Chapter 7: Working Capital That Makes Governance Work -- Intellectual Capital -- Reputational Capital -- Political Capital -- Social Capital -- Capitalizing on Trustees -- Chapter 8: Where to Next? -- Is the Game Worth the Candle? -- Diagnostics.

"Attractive Nuisances" -- A New Covenant -- Coming Full Circle -- References -- Index.