<p> Even though proprietary colleges and universities continue to gain market share in the higher education landscape, negative perceptions about proprietary institutions remain including reliance on contingent faculty to meet fluctuating student enrollments. Little research about the experiences of contingent faculty teaching in proprietary settings exists, and even less research exists about the unwritten expectations, or psychological contracts, contingent faculty bring with them to the employment relationship with an institution. As heavy use of contingent faculty continues, campus administrators need a more comprehensive understanding of how to best manage the expectations, benefits, challenges, and resources of this type of employment relationship. </p><p> This qualitative inquiry study collected data using open, semi-structured interviews, then analyzed data using phenomenological research methods to better understand what contingent faculty teaching at urban, proprietary institutions experience. This study also used the organizing framework of psychological contracts in order to apply the findings into recommendations for campus administrators working with contingent faculty. </p><p> The results of this study indicate that a contingent faculty member's early experiences with an institution significantly determined the way the psychological contracts with the institution were formed and maintained in later experiences. For most, once the initial relationship was formed, little experienced afterwards changed the relationship with the exception of major changes regarding institutional focus and/ or position within the institution. </p><p> Consistent with the literature, contingent faculty perceiving their overall experiences and relationship with the institution as positive had longer tenure with the institution, identified more with the institution, and exhibited more organizational commitment behaviors. Contingent faculty perceiving their experiences as negative tended to have shorter tenures with their institutions, did not identify with the institution, and exhibited less organizational commitment behaviors. However, even though organizational practices and experiences varied greatly, two types of experiences and perceptions remained consistent. First, participants were surprised and disappointed in student level of preparation for college academic work yet expressed commitment to their students' success as greater than their commitment to institutional expectations. Second, participants expressed overall satisfaction with teaching experiences, and began to identify themselves as teachers, regardless of prior professional affiliation or relationship with the institution.</p>

<p> The purpose of the qualitative study was to gain a better understanding of the perceptions, expectations, and communication styles injured student-athletes have for their teammates, coaches, and athletic trainers. One-on-one interviews were utilized to gather data from 20 student-athletes representing two separate institutions, who competed in six different sports and ranged in classification from freshman to graduate students. Data analysis was guided by the Social Support Model developed by Richman, Rosenfeld, and Hardy (1993). </p><p> Five major findings were identified from the study that helped provide insight on the three research questions. The findings revealed that there was tremendous stress placed on athletes throughout the injury process, including feelings of loneliness while their teams continued to compete, as well as, anxiety surrounding returning to competition, financial assistance, and medical treatment. Many of these stressors were perceived as individual-specific, requiring different forms of support based on the injured student-athlete's connection to support providers both inside and outside of the athletics arena. In most instances, injured student-athletes wanted the attention to remain on the healthy players and overall team success, thus they viewed their injuries as their own personal responsibilities and limited certain communication with teammates, coaches, and athletic trainers. However, the vast majority of participants noted relying heavily on the support of teammates, who they viewed as brothers, throughout the injury process. </p><p> Observations from the study led to four primary recommendations for practitioners. These recommendations focused on providing injured student-athletes with the encouragement, knowledge, and resources to manage the challenging emotions associated with athletic injury. Implications for practice included: (a) Increased awareness surrounding the topic of athletic injury, (b) Better integration of student-athletes into the larger university community, (c) Greater emphasis on teambuilding opportunities, and (d) Early engagement of professional support providers such as counselors and sports psychologist. Results of the study provided insight on a unique and hard to reach population of division I, male, collegiate student-athletes. Furthermore, the study provided additional information on their perceptions surrounding athletic injury and how best to support injured student-athletes.</p>

<p> Recent empirical research and literature in higher educational leadership posited a sharp increase in the vacancies of college and university presidencies in the near future. To complicate this problem further, the literature also indicated a significant shortfall in the number of qualified candidates to fill this leadership vacuum. The purpose of this research study was to consider the X factors for presidential leadership of member institutions of the Council for Christian Colleges and Universities (CCCU) compared to the presidents of public universities and other private colleges in the U.S. The primary research question sought to understand the characteristics and differences of the presidents of CCCU member institutions compared to the presidents of public universities and other private colleges, and focused on seven facets of college and university presidents including: (a) demographics; (b) career paths; (c) educational background; (d) search and hiring processes; (e) duties; (f) characteristics of long-serving presidents; and (g) job satisfaction. The dataset provided by the American Council on Education's <i>The American College President 2012</i> research study was used to determine if statistically significant differences exist between the presidents of CCCU member institutions and the presidents of public and other private colleges and universities. The results from this research study indicated there were statistically significant differences between the presidents of CCCU member institutions compared to the presidents of public universities and other private colleges with regard to demographics, career paths, search and hiring processes, duties and characteristics of long-serving presidents.</p>

<p> Higher education in the United States is facing increasing demands for accountability in response to dismal college completion rates. Seeking to increase educational effectiveness, many states reform higher education governance structures (Novak, 1996). Both states and higher education governing bodies have sought to increase college completion by improving community college to university transfers (Kisker, Wagoner &amp; Cohen, 2011). Transfer and articulation policies have been part of higher education for years, yet have rarely exceeded 33 percent (Townsend &amp; Wilson, 2002).</p><p> This study explored the cultural aspects of a new transfer policy from the perspectives of key stakeholders. It relied upon five precepts proposed by Tierney (2008) to determine the effectiveness of governance communication and decision-making. Handel's (2011) theory of a transfer affirming culture framed the findings as to the elements of transfer success at the community colleges and state university. Added to this theory was the work of Jain, Herrera, Bernal, and Solorzano (2011) which defines the requisite services for pre-transfer and post-transfer success of non-traditional students. This study was guided by the following research question: How do community college and state university faculty, administrators and staff perceive the transfer articulation policy in relation to their campus cultures?</p><p> A qualitative multi-site case study design was used to gather rich, descriptive, in-depth information (Stake, 1995). Semi-structured interviews were conducted with <i>N</i>=5, faculty and <i>N</i>=5, elite informants and <i>N</i>=1, staff. Three focus groups (<i>N</i>=3) were conducted with <i>N</i>=7 faculty, and <i>N</i>=7 staff. Data collection included <i>N</i>=7, observations of faculty meetings and analysis of documents that were pertinent to the study. The researcher analyzed transcripts, field notes and documents to corroborate major themes (Boyatzis, 1998).</p><p> Findings revealed that difficulties may exist between community college curricula and student transfer pathways as well as a cultural gap between community colleges and the state university. They also showed the politics surrounding higher education governance reform and a clash of political and academic cultures. This study may help policy makers promote state wide transfer and articulation initiatives and be instructive for faculty, administrators and staff as they create a transfer affirming culture on their campuses.</p>

<p> This phenomenological study examined the perceived adaptation experiences of English-speaking Caribbean K&ndash;12 immigrant students in American Schools through the telling of their stories. These stories were substantiated by their parents, and in some cases, close family friends, regarding their interactions with some American schools. The study was framed using Adaptation Theory which was supported by Bourdieu's Theory of Cultural Capital, Intercultural Communication Theory, John Ogbu's Cultural Ecological Theory, and Bowen's Family System Theory. The findings highlight the resiliency of students within this sample to adapt to significant changes in their new academic surroundings, navigate its inherent social structures, and experience progress in the face of challenges. Additionally, this study introduced factors that have contributed to the advancement of students and families within this population. Data gleaned from this study suggest that students from this population often outperform their American classmates. It also brings to the fore, a term coined by the researcher, reverse migration, which is a trend that may be widely practiced by members of this population. These findings may assist in evaluating the efficacy of existing policies pertaining to their placement, instruction, and in identifying gaps in addressing their academic needs.</p>

<p> This study considered the correlative value of servant leadership on admission team success at private universities in the Midwestern United States. The study examined university admission teams at several institutions. Participants completed questionnaires that helped to determine what, if any, servant leadership traits and attributes they display. These traits were cross-referenced with admissions individuals and team success ratios. As private universities in the Midwest strive to gain market position, an understanding of how servant leadership can enhance their admission teams is beneficial.</p>

<p> Since the inception of Student Affairs, males have dominated senior level positions. While females are earning every degree type at a higher rate than their male counterparts, there are more women in entry and mid-level positions that often feel relegated to these roles as they seek advancement to a Senior Student Affairs Officer (SSAO) position. Whereas the gender gap has dramatically decreased over time at four-year private institutions, the largest gender gap within SSAO positions continues to exist at four-year public institutions. Using a phenomenological approach, this qualitative study explores the career trajectories of 15 current female SSAOs at four-year public institutions. The study examines factors that led to their success, challenges related to their gender, and advice given to females who aspire to obtain an SSAO position at a four-year public institution. Critical feminist theory was the theoretical framework used to undergird the study and to help examine gender inequalities. All women currently hold a Dean of Students, Assistant/Associate Vice President of Student Affairs, or Vice President of Student Affairs position at four-year public institutions within three states. Five themes arose from the data, culled from two series of semi-structured interviews and resume analysis: (a) educational and career trajectory patterns, (b) mentorship matters, (c) pathways to advancement, (d) roadblocks to the SSAO position, and (e) advice given. Findings related to why the largest gender gap persists at four-year public institutions were also discussed. Interpretations of the findings, limitations, and recommendations for future research and practice were shared.</p>

<p> In this study, the focus was on determining leadership strategies that promote teacher empowerment among urban middle school science teachers. The purpose of the paper was to determine if leadership strategies are related to teacher empowerment. The emphasis was on various forms of leadership and the empowerment of teachers in context in restructuring the democratic structure. An effective leadership in science education entails empowering others, especially science teachers. In this regard, no published studies had examined this perspective on empowering teachers and school leadership. Therefore, this study determined if a relationship exists between leadership strategy actions and teacher empowerment. The significance of the study is to determine a relationship between leadership strategies and teacher empowerment as a positive approach toward developing successful schools. Empowerment is essential for implementing serious improvements. Empowering others in schools must form a major component of an effective principal&rsquo;s agenda. It is becoming clearer in research literature that complex changes in education sometimes require active initiation. For this study, a quantitative methodology was used. Primary data enabled the research questions to be answered. The reliability and validity of the research were ensured. The results of this study showed that 40% of the administrators establish program policies with teachers, and 53% of teachers make decisions about new programs in schools. Furthermore, the findings, their implications, and recommendations are discussed. </p>

<p> The purpose of this mixed-methods action research study was to examine the use of collaborative common academic team time at ABC Middle School. A review of the literature indicated that effective middle school academic team meetings allow for interdisciplinary team teachers to collaborate on curriculum, instruction, and assessment. Additionally the literature indicated that the frequency and productivity of these meetings have a correlation to student achievement. In seeking to understand how academic team time is spent, the following three research questions were analyzed: (1) To what extent do middle school academic teams focus team meetings on curriculum development and integration across content areas? (2) To what extent do middle school academic teams focus team meetings on the sharing of instructional ideas and strategies that will improve student learning? (3) To what extent do middle school academic teams focus team meetings on assessments that will enable students to show that they have learned? The findings and recommendations from this study will assist district administration, building administration, faculty, parents, and students in the planning process for school activities, curriculum, instruction, assessment, programs, scheduling, and professional development.</p>

<p> The descriptive qualitative case study examined the resources nonpublic school staff members used to manage severe maladaptive behaviors and to facilitate the reintegration of students with severe maladaptive behaviors into public schools. The case study involved the participation of 17 nonpublic school staff members in semi-structured audio-recorded phone interviews. Case study participants shared personal thoughts and opinions about (a) best practices employed to manage severe maladaptive behaviors, (b) the operation of nonpublic schools, and (c) the factors that influenced reintegration into public school. Analysis of case study responses using NVivo 9.0 qualitative analysis software revealed five themes related to the research question: (a) maintaining safety, (b) resources and strategies, (c) opportunities for interaction in the community and with typical peers, (d) reintegration process, and (e) suggestions to public school staff. Data analysis also resulted in identification of 10 recommendations to educational leaders regarding strategies and resources for management of severe maladaptive behaviors as well as enhancing the reintegration process. Findings corroborated literature that indicated nonpublic staff members received specialized training and assistance from specialists to manage severe maladaptive behaviors respondents (Day &amp; Prunty, 2010). Findings also confirmed further research is necessary about the reintegration process and how to enhance communication between educational settings.</p>