One may assume by the title that The Not-for-Profit CEO: How to Attain & Retain the Corner Office is filled with frivolous anecdotes about how to get ahead in the workplace. On the contrary, the book is a detailed analysis, based on research collected from more than 100 CEOs with diverse work experiences and educational backgrounds who represent various types of organizations. Author Walter P. Pidgeon Jr. uses his own experience as a not-for-profit leader and CEO to convey practical advice to students, professionals who hope to attain the position, or current CEOs. The Not-for-Profit CEO illustrates that leadership skills have changed dramatically over the years. In order to succeed, a CEO must have highly recognized credentials and significant work experiences.

The Not-for-Profit CEO, published by the American Society of Association Executives (ASAE), is divided into eight chapters, each with a distinct message. Chapter one, a brief historical overview, emphasizes the changes that have occurred in the CEO position over time and explains how the leadership role became vital to the success of a not-for-profit organization. (To delve more deeply into historical aspects, this reviewer suggests a major new reference work, Philanthropy in America: a Comprehensive Historical Encyclopedia).

Chapter two, an overview of how current executives attained their positions, emphasizes the level of hard work and commitment it takes to be successful. Chapter three reviews the difficult challenges of retaining the top spot and the importance of maintaining a high level of interaction with key volunteer leaders and staff. Chapter four presents detailed case studies of 12 CEOs and highlights their personal career paths. Chapter five discusses practical ideas for the CEO, such as the importance of knowing one's strengths and weaknesses and setting a realistic timeline for achieving one's goals. Chapter six describes methods for maintaining the top position while chapter seven gives advice on how to secure a new CEO job when the time is right. Chapter eight analyzes the results of the National Study of Not-For-Profit Chief Executive Officers. Pidgeon admits that most of the findings of the study merely support what is already perceived to be true. For example, the study reveals that trust, integrity, and leadership traits are core qualities for success and that CEOs view their role as a way to make a real difference in the world. Nonetheless, his research adds value to the field.

Today, a not-for-profit CEO can have various titles such as executive director, executive vice president, chief executive officer, or president. But, whatever the title, the person must be a highly regarded leader, an adviser to the board of directors, and a strong advocate for the organization's mission. With hard work and dedication, one can not only attain, but also retain the corner office.

For citations to additional materials on this topic refer to the Literature of the Nonprofit Sector Online, using the subject headings "Nonprofit organizations — administration" or "Nonprofit organizations — management."