In the realm of leadership, figures like Rosalynn Carter, Henry Kissinger, and Sandra Day O’Connor have left indelible marks on American history. Their legacies, whether adored or controversial, are undeniable. Similarly, at the College of Coastal Georgia, we’ve been reflecting on the impactful leadership closer to home, particularly in the wake of a recent, profound loss.
While these national figures have been widely documented, our focus at the College of Coastal Georgia has turned inward, to a leader who touched lives on a more personal scale. Dr. Skip Mounts, Dean of the School of Business and Public Management, recently shared the sad news of the passing of Dr. Jim Fullerton, a beloved Professor of Management and Leadership Development. During his tenure of over a decade at the college, he educated hundreds of students in leadership theory and practice. I wonder if he realized that he was teaching an impacting the colleagues around him in equal measure? I admired Jim and am deeply grateful for the lessons he imparted, both through his formal mentorship and the example he set.
Reflecting on my own interactions with Jim, I can attest to the profound impact of his mentorship and leadership style. When I was first hired in the School of Business and Public Management, I immediately identified Jim as a leader among the faculty. Yes, he held seniority through his rank, but that wasn’t what set him apart. He wasn’t a leader because of his position, but because of the way he served others. He was the type of colleague that graciously gave of his time and expertise.
I later learned through Jim that this was the contrast between positional leadership and servant leadership. He had clearly adopted the servant leadership model through which understanding and addressing the needs and concerns of others became his mode of operation. He regularly mentored colleagues through the tumultuous tenure and promotion process and encouraged us to step up as leaders in our own right in faculty activities.
He also knew that you can’t serve others without understanding yourself. Jim shared with me several assessments meant to help you identify your natural strengths. He led faculty teaching workshops that were designed to help us reflect on where we thrive as teachers. Consistent personal development was at the heart of his approach to helping others grow.
Finally, and maybe most importantly, Jim set the example for making connections. He believed in leading through relationship. When we held a celebration of life at the College for our colleague, it was clear from the comments that were shared that he had mastered the art of connection. His relationships on campus were universally positive. He sought to really know people and understand them as individuals. He sought out connection.
During the pandemic, for example, when we were all home working virtually, he made a point to reach out often. He would send anecdotes or interesting articles by email, and he held virtual workshops for his fellow faculty members with the same good humor we had all enjoyed from him in person. He understood the value of building relationships as a foundation for leading.
Leaders like Carter, Kissinger, and O’Connor have shaped history on a grand scale and will be remembered for generations. Yet, as Jim Fullerton’s life and work at our college demonstrate, leadership is not only about public acclaim or historical impact. It’s also about personal influence, expertise, and the ability to serve and empower those in our immediate circles. These everyday leaders may not make headlines, but they leave an indelible mark on those fortunate enough to be within their sphere.
Dr. Heather Farley is Chair of the Department of Business and Public Administration and Associate Professor of Public Management at the College of Coastal Georgia. She is an associate of the College’s Reg Murphy Center for Economic and Policy Studies and an environmental policy scholar. The opinions found in this article do not represent those of the College of Coastal Georgia.
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