At Management Systems, we define effectiveness in the management (or leadership role) as the ability to successfully influence people on your team to achieve results in the most effective and efficient manner. Role Concept – how the individual thinks about and approaches his or her role; and how the individual allocates and invests his or her time. The Inner Game of Management – the individual’s “mindset” which, in turn, involves, effectively managing one’s need for control, source of self-esteem, and need to be liked. We have also developed a framework – the Pyramid of Management and Leadership Development – that identifies the key skills required at each level of management and leadership – from First Line Supervisor to CEO. Michigan State University Extension helps people improve their lives by bringing the vast knowledge resources of MSU directly to individuals, communities and businesses. Real financial leadership by governing boards requires connecting the money to the mission and clear delineation of board and staff roles. In Financial leadership for government and non-profit boards: Part 1, we outlined three key points from a presentation by three faculty of the Midwest Center for Nonprofit Leadership at UMKC, and described in more detail the first point, fiduciary oversight.

The third key element of true financial leadership is that both the board and management must carry out their respective roles well, and resist the temptation to do the job of the other. The chart above, taken from Gioia’s presentation, gives a clear delineation of the roles of both the board and management.
These Annual Surveys help our Management Team develop specific objectives and goals to address opportunities for improvement, and support our overall commitment to Continuous improvement. This website may not function properly.Click the icons below to upgrade to a newer version or another web browser. In my nearly 19 years with Michigan State University Extension and 10 years of experience working with boards elsewhere, nearly all of the board members I have met have at one time or another either worked in management roles or owned their own business. We administer these surveys annually, so that progress can be measured on a year over year basis— Kevin G.
It is important to point out each does a better job carrying out its role when the two work collaboratively together.

They often understand much more about the management roles than they do the leadership roles of developing long term vision and strategy, and writing policy which enables management and staff to achieve the mission. Each board, whether nonprofit or governmental, needs a plan, a model, to keep them focused on their role in financial leadership, and total organizational leadership as well. Our tendency to manage pieces of the organization independently fails to properly recognize the impacts of each part of the organization on other parts.
This learning technique really drives home the reality of the interdependent nature of organizations.
True financial leadership requires that this interdependence be considered in the development of every policy, and in the execution of every decision.

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