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Governance as leadership: unleashing the leadership potential of voluntary sector boards
Board members have a vital role to think and govern like leaders. The approach captioned, ‘Governance as Leadership’ indicates how they can do just that. By drawing on theories that have reshaped the concept and practice of leadership trustee boards can reframe the purpose and practice of governance. Looking at three modes of governance that taken together produce a high performing board, trustees and the Chief Executive and unleash the leadership potential of the board.
It may sound biological, but generative thinking is a new way of making boards so effective that you’ll be hearing more about this approach in years to come.
Defining the terms, it became clear that generative thinking differs from fiduciary thinking (compliance mode: Are we following the rules?) and strategic thinking (planning mode: How do we get from here to there?). Generative thinking delves deeper than either, touching the heart of the mission and the long-term future of the organisation.
Tapping board creativity
With roots in organisational values, traditions and beliefs, generative thinking allows trustees to evaluate the past and place current challenges in a new light. It offers a way for the board to discern, frame and confront problems and make sense of the environment-work that needs to be done in order for the other activity, fiduciary and strategic, to be meaningful.
While it brings a needed dimension to trustee work, emphasizing the creative role of the board, generative thinking cannot replace the governing body’s more obviously practical activities such as monitoring and strategic planning.