Michael S. McDowell Final Leadership Project EDUC 524 Dr. Castruita Evolving Leadership Hierarchical Leadership… Michael S. McDowell Final Leadership Project EDUC 524 Dr. Castruita

Transformational Leadership – What I Used to Be… (2000-2016) Leadership style fell within the bureaucratic framework, attempting create valuable and positive change within the Marines and Sailors The end-state attempted to develop followers into leaders Military decentralized leadership approach enhances the motivation, morale and performance of followers through a variety of mechanisms Connects the “junior” leader’s sense of mission success and reinforces the symbiotic identity of the organization This leadership modality takes a “ductus exemplo” (by example) approach Attempts to inspire and challenging followers to take greater ownership for their work Understand their individual and group strengths and weaknesses for subordinates, so appointed leaders can align tasks to followers that optimize their performance and the highest chances for mission success Transformational Leadership – What I Used to Be… (2000-2016)

Pluralistic Leader in Higher Education What I Want to Be Going Forward… The innovative university leader understands the theoretical focus of: (1) Revealing the possibility that multiple leadership perspectives exist on every campus (2) Provides additional evidence that leadership models need to be expanded or reconceptualized in order to acknowledge multiple and diverse perspectives (3) Presents the applicability of positionality theory (4) Suggests future areas for research related to other positional conditions that are probably related to leadership beliefs (5) Illuminates the relationship of power conditions to leadership perspectives (6) Provides evidence of the importance of local power conditions for understanding positionality and leadership Pluralistic Leader in Higher Education

The Mission: Servant Leadership Focus on the needs of the institution’s mission, first – people, second People have to trust leaders – Earn the people’s trust Trust proceeds everything – No trust, no organizational buy-in Servant leadership reinforces shared governance and operations within a collegial fashion, consultation participation and information-sharing throughout the campus community Build strong leadership and collegial, campus-wide participation Autocratic leadership does not fit higher education Service model focuses on identifying and meeting the needs of others The Mission: Servant Leadership

Servant Leadership Service model open to everyone within organization, regardless of where they are in the power structure – Fosters innovation and “buy-in” “Seek first to understand, then be understood” (Covey) Listen intently with an open mind and let others think they are leading Model commitment and passion Share responsibility (for failure) and highlight credit Think long-term and be cool under pressure and stress Quitting is leadership, too. (Mandela)

Resiliency – Better have it Respect and appreciate the motivations of yourself and others Embrace the cultures, strengths and weaknesses of those we are fortunate enough to be entrusted with Use this knowledge to adapt to the forces that affect the ever- changing environment of change Never stop innovating your approaches and methodology toward organizations and human capital

Five-Year Plan – “Get to the beachhead!” Vertical Move – Compete for a higher education leadership position where experience, professionalism, and hard-work are valued Using a servant leader mindset, build my personal brand and network with associated institutions Build professional acumen in higher education leadership by learning from mentors who have a history of building and leading successful programs Continue to build my research acumen and develop subject-matter expertise in veteran resources, institutional advancement, and student services Better understand higher education fundraising, finance, and operations with previous nonprofit organizational experiences, business knowledge, and an earned Ed.D.

Ten-Year Plan – Accomplish the “Mission” Career Advancement – Executive Leadership position College President or School District Superintendent Geographic Quality of Life – Northwest/Rocky Mountain Region Peer-reviewed writing contributions to further improve diversity, learning environments, and resources within higher education Mentor the next generation of educational leaders as a professor