Chapter 8: The Fourth Relationship—With Your Volunteers: Enabling Them to Take Meaningful Action on Behalf of Your Organization
1. Peter Block, Stewardship: Choosing Service over Self-Interest (San Francisco: Berrett-Koehler, 1993).
2. Joline Godfrey, Our Wildest Dreams: Women Entrepreneurs Making Money, Having Fun, Doing Good (New York: HarperCollins, 1992), 17.
3. Ibid., 18.
4. Ibid., 19.
5. Barry Bozeman and Mary K. Feeney, “Toward a Useful Theory of Mentoring: a Conceptual Analysis and Critique,” Administration & Society 39, no. 6 (2007): 719–739.
6. Review Chapter for details about organizational development specialists.
7. Max DePree, Leadership Is an Art (New York: Dell Publishing, 1989), 104.
8. Peter F. Drucker, Managing the Non-Profit Organization (New York: HarperCollins, 1990).
9. Block, Stewardship.
10. Regina Herzlinger, “Full Disclosure: A Strategy for Performance,” in Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation’s Award-Winning Journal, Frances Hesselbein and Paul M. Cohen, eds. (New York: Peter F. Drucker Foundation for Nonprofit Management, 1999), 373.
11. Ibid., 376.
12. Debashis Chatterjee, Leading Consciously: A Pilgrimage toward Self-Mastery (Boston: Butterworth-Heinemann, 1998), 94.
13. Jay W. Lorsch, “Empowering the Board,” Harvard Business Review (January–February 1995), 111.
14. Ian I. Mitroff, Richard O. Mason, and Christine M. Pearson, Framebreak: The Radical Redesign of American Business (San Francisco: Jossey-Bass, ...
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