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| Foreword | |
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| Preface | |
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| Introduction | |
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| Catalysts for Change | |
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| Clues and Cues for Change | |
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| Evolution of the Entrepreneurial Museum | |
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| Changes in Selection Criteria for Directors | |
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| Succession Planning Tension | |
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| Integrating Clues | |
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| Passion: Representing the Organization | |
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| Passion Makes the Difference | |
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| Flow and Pleasure in Work | |
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| Emotional Intelligence, or EQ | |
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| Passion, Flow, and the Representational Role | |
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| A Passion for the Primary Product | |
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| A Passion for Social Principles and Romanticism | |
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| A Passion for People and Education | |
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| A Passion for Entrepreneurship and Innovation | |
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| A Passion for Constructive Discontent | |
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| Integrating Change and the Representational Role | |
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| Context: Creating a Place | |
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| A Model to Map Change | |
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| Levels of Organizational Complexity | |
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| Increasing Complexity and Changes in Context | |
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| Decision Making, Complexity, and Intuition | |
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| Intuition, Creativity, and New Contexts | |
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| Creating Collaborative Teams | |
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| Participative Leadership and Change Management | |
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| Gender Differences and the Influence on Context | |
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| Integrating Change and the Creating Context Role | |
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| Entrepreneurism: Selling Integrity | |
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| Maintaining Flow during Economic Shifts | |
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| Making Money by Making a Difference | |
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| Making a Difference with Social Capital | |
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| Attracting Stakeholders in Social Capital | |
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| Ethical Entrepreneurs and Change Management | |
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| Coaching Staff to Be Entrepreneurs | |
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| Stories about Selling Integrity | |
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| Integrating Change and the Entrepreneurial Role | |
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| Trust: The Director-Trustee Interface | |
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| Nurturing Relationships of Trust | |
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| Change and Role Confusion | |
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| Clarifying Governance and Stewardship | |
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| Policy Development and Financial and Legal Responsibility | |
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| Succession Planning Issues | |
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| Integrating Change and the Nurturing Trust Role | |
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| Realigning: Past and Present Leadership Requirements | |
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| Realigning Position Descriptions | |
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| Tracking Change through Position Descriptions | |
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| Realigning Remuneration with Job Complexity | |
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| Tracking Change with Professional Development | |
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| On-the-Job Development Is the Favorite Option | |
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| Alternative Career Paths for Development | |
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| The Importance of Mentors | |
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| Integrating Change and Leadership Requirements | |
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| Action: Principles into Practice | |
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| Testing Principles in Practice | |
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| Personality Type, Self-Selection, and Succession Planning | |
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| Type and Organizations in Society | |
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| Preparing for Leadership Transitions | |
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| Initiatives for Cost-Effective Succession Planning | |
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| Integrating Principles and Practice for Action | |
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| Research Methodology | |
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| Survey Questionnaire | |
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| Research Interviews | |
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| References | |
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| About the Author | |