Volume 4 - Issue 1 - DBU Journal of K-12 Educational Research - Page 33

Journal of K-12 Educational Research 31 Ware (2008) also believed “organizations evolve over time, and some minor changes to a nonprofit’s programs and populations served may take place (p. 34). While these superintendents may not have changed their mission, the literature revealed that most organizations’ leaders modify their programs and the superintendents have to work very hard to ensure the behaviors of the organization’s members stay focused on the mission. Conclusions Mission drift is inevitable for organizations and without a constant focus on the mission, the organizations’ leaders’ behaviors may not align with the mission. The key to organizational success is being true to the mission not only in words, but in deeds. Mission drift happens when the leaders’ words, whether written or stated, do not match their actions and behaviors. Avoiding mission drift is an ongoing battle. Barrett (2017) discussed how organizations must consistently evaluate their mission. “Like a heat-seeking missile that is constantly course-correcting to lock on its target, we need to always be correcting our propensity to drift off course” (Barrett, 2017, p. 35). Mission drift is a real challenge and a threat to every organization. Leaders must realize little compromises and decisions that do not align with the mission will take their organization down a path from which the organization may never recover. Remember there are only two options: stay the course or drift from the mission. Choose to stay true to your mission! References Barrett, J. (2017). Leadology: 12 ideas to level up your leadership . Rancho Santa Fe, CA: Rocket Publishing. Bart, C. K. (1998). Mission matters. The CPA Journal, 68 (8), 56-57. Bart, C. K. (1999). Making mission statements count. CA Magazine , 132 (2), 37-47. Bartkus, B. R., & Glassman, M. (2008). Do firms practice what they preach? The relationship between mission statements and stakeholder management. Journal of Business Ethics, 83 (2), 207-216. doi:10.1007/s10551-007- 9612-0 Battilana, J., Lee, M., Walker, J., & Dorsey, C. (2012). In search of the hybrid ideal. Stanford Social Innovation Review, 10 (3), 50-55. Bennett, V. M., Lawrence, M., & Sadun, R. (2017). Are founder CEOs good managers? In J. Haltiwanger, E. Hurst, J. Miranda, & A. Schoar (Eds.), Measuring entrepreneurial business: Current knowledge and challenges (pp. 153-185). Chicago, IL: University of Chicago Press. Bhagat, S., Bolton, B. J., & Subramanian, A. (2010). CEO education, CEO turnover, and firm performance. SSRN Electronic Journal . Retrieved from https://papers.ssrn . com/sol3/papers.cfm?abstract_id=1670219 Brown, W., Yoshioka, C. F., & Munoz, P. (2004). Organizational mission as a core dimension in employee retention. Journal of Park & Recreation Administration, 22 (2), 28-43. Christensen, R. K., Clerkin, R. M., Nesbit, R., & Paarlberg, L. E. (2009). Light and dark sides of nonprofit activities and the rules to manage them: The case of charitable bingo. Administration & Society, 41 (2), 213-234. doi:10.1177/ 0095399708328875 Curry, C. (2013). Charter school leadership: Elements for school success . Lanham, MD: Rowman & Littlefield. Davis, J. H., Ruhe, J. A., Lee, M., & Rajadhyaksha, U. (2006). Mission possible: Do school mission statements work? Journal of Business Ethics, 70 (1), 99-110. doi:10.1007/ s10551-006-9076-7 Drucker, P. F., Collins, J. C., Kotler, P., Kouzes, J., Rodin, J., Rangan, V. K., & Hesselbein, F. (2008). The five most important questions you will ever ask about your organization (3rd ed.). San Francisco, CA: Jossey-Bass. Ebrahim, A., Battilana, J., & Mair, J. (2014). The governance of social enterprises: Mission drift and accountability challenges in hybrid organizations. Research in Organizational Behavior , 34, 81-100. doi:10.1016/j. riob.2014.09.001 Freiberg, K., & Freiberg, J. (1996). Nuts! Southwest Airlines’ crazy recipe for business and personal success (1st ed.). Austin, TX: Bard Books. Froelich, K. A. (1999). Diversification of revenue strategies: Evolving resource dependence in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 28 (3), 246-268.