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The problem with which this study is concerned is to compare the backgrounds, performance functions, and perceptions of men and women presidents of postsecondary educational institutions in the United States. Based on the comparisons stated in the problem, a three-part survey instrument was devised and sent to the 181 women presidents of postsecondary educational institutions and to a comparable number of men presidents of institutions having the same locus of control (Roman Catholic, independent, public, Presbyterian, and profit) and similar enrollments; 131 matched pairs of presidents responded, which represents a 72 per cent response rate. Because there were five groups and twelve subgroups of the population to statistically treat in relation to 130 variables, the data findings are numerous. Based on data analyses, the following conclusions appear to be warranted.

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This study used case studies to examine the leadership frames of female presidents of four-year, public and private, coeducational research institutions both from the Intensive and Extensive Carnegie classifications within the United States. The population (N=30) surveyed was sent the Leadership Orientation Questionnaire (Self) developed from the previous research conducted by Lee Bolman and Terrance Deal. The Bolman and Deal leadership frame theory condensed existing organizational theories into a four-frame perspective consisting of a structural, human resource, political, and symbolic frame. Bolman and Deal theorized that the ability to use more than one frame is considered to be critical to the success of leaders and intensify that leader's capacity for making decisions and taking effective actions. The Leadership Orientation Questionnaire (Self) contains five sections that include rating scales for personal demographics, the four frames, eight leadership dimensions, and management and leadership effectiveness. The research questions sought to identify the demographic characteristics and academic histories of the survey participants and the associations between these variables, the leadership frames represented among the survey participants, and how many, and which, of the four frames the survey participants use collectively. This study allowed its participants to examine their perceptions of their own leadership frames in order to analyze the frame that dominates the way certain universities communicate. Thirteen of the thirty presidents (43%) completed and returned the survey. Survey participants who had 20 or more years of experience were more likely to exhibit the human resource or symbolic frame as their dominant style; presidents whose years of experience numbered less than 20 years exhibited a mulitframe perspective in their decision-making process. Overall, this research found that the survey participants exhibited most often the human resource frame, followed by the symbolic, structural, and political frames.

The problem of this study was the status of administrative assistants in higher education with special emphasis on (1) the role of the administrative assistant, (2) the internship aspects of the position, as perceived by college and university presidents throughout the United States, and (3) the professional qualifications held by persons filling positions as administrative assistants.

This study identified and compared characteristics in the career progression of African-American college presidents of institutions in the continental United States. The study was concerned with personal, educational and professional characteristics of these senior level administrators. From a population of 141 individuals, 73 presidents participated in this study. Frequencies, means, percentages, chi-square, crosstabulations and analysis of variance (ANOVA) were employed in the analysis of data. The level of significance was set at 0.05.

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This study explored the preparation methods, qualifications and criteria that both university and athletic directors deemed necessary when searching for athletic directors. Participants completed a survey via Qualtrics online software. Two different populations were sampled for this study: 651 university presidents and 651 athletic directors whose schools compete in either Division I or II in the NCAA, resulting in 96 and 150 usable responses respectively. Participants in both groups were primarily white males with mean ages of 62 for presidents and 52 for the athletic directors. The study provided demographic information, educational history, professional experience, and prior careers of athletic directors. The rankings of the athletic were compared to the rankings of the presidents and identified consistencies of opinions. The respondent groups were in agreement on the qualities and ranking of many dimensions of leadership in this role. The top seven, for both groups, in order, were ethics, budgeting and finances skills, fundraising, communications, sport leadership, strategic management and policy, and athletic administration. This information could be used as a guide for people who want to strategically maneuver up the ranks in athletics administration. Presidents might use the information as they prepare to hire candidates for the athletic director position.