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

2. 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… ( )

3. 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

4. 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

5. 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)

6. 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

7. 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.

8. 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