Administrators are viewed as the leaders in higher education. However, accepting exceptional educators as relational leaders is vital as changes in higher education demand institutions provide value and quality to their stakeholders. Exceptional educators at our land-grant Midwestern university are nominated and awarded the title of Morrill Professors in recognition of the Morrill Act. In this qualitative study using a narrative inquiry approach, we interviewed twelve Morrill Professors to find common teaching practices among these outstanding educators. Upon review of the transcripts, we realized that although they all practiced student-success teaching strategies, the emphasis on developing relationships with their students was paramount. Applying the framework of relational leadership to the interview transcripts, we identify ways in which the Morrill Professors exemplified the five elements of the model. The Morrill Professors interviewed were purposeful and empowering while engaging students in learning. They were inclusive and ethical in their approach to fulfilling the teaching component of the land-grant mission. Finally, they were process-oriented, encouraging iterative learning that builds on the needs of the discipline. The results of this study can be used to emphasize building excellence in teaching through the relational leadership model rather than focusing solely on specific teaching strategies. University leadership can further elevate successful teachers as leaders within their institutions.