The problem of this study was career goals of student activities mid-managers and their perceptions of attaining these career goals. An introduction and the purposes of the study are included in Chapter 1. Chapter 2 includes a review of selected literature on professional development and mobility. The methodology used to conduct this study is described in Chapter 3. The findings are presented in Chapter 4, and the summary, discussion, conclusions, and recommendations are contained in Chapter 5. The 455 student activities mid-managers employed at institutions holding membership in the National Association for Campus Activities were mailed a questionnaire composed of demographic items and questions seeking information relevant to the purposes of this study. A total of 296 (65%) usable surveys were returned. The results of the study indicate that the positions of chief student affairs officer and dean of students were career goals of the subjects. The dean of students position was the only position that was perceived as attainable by the subjects. When looked at by gender, males desired and believed that the positions of chief student affairs officer and dean of students were reachable. Women desired both positions, but believed that only the position of dean of students was attainable. A t-test revealed a significant difference between the desire of males and females regarding the position of chief student affairs officer. Fourteen items were presented to the subjects to assess their perceptions of institutional support for professional growth. The sample identified 8 of the 14 items as present in their organizations. A t-test revealed no significant difference between the perceptions of males and females regarding institutional support on any of the 14 items.

The purpose of the study was to determine if there were significant differences in the perceived importance and responsibility of student development goals between chief academic officers (CAOs) and chief student affairs officers (CSAOs). The population for this study consisted of CAOs and CSAOs at liberal arts institutions located in 15 southern states.

The problem of this study was to determine the nature of the perceptions of leadership behavior held by deans and directors of student development/student personnel services in Texas community/junior colleges. The directors were further identified as directors of counseling and guidance, student activities, admissions and records, financial aid, job placement, and health services. Deans and directors from all Texas community/junior colleges constituted the population for this group and were selected from college catalogs and a professional directory. Ranking and correlation techniques were used in the statistical analysis of data. Results indicated that leadership behaviors exist which are common to the field of student development/student personnel services, and that jurors generally agreed with deans and directors on those leadership behaviors which they perceived to be the most and least important to leadership. In addition, deans and directors agreed on those behaviors which they perceived to be the most and least important to leadership in their position and area of responsibility. Data revealed that deans and directors placed a high priority on collaborative-interactive type behaviors and a low priority on administrative-related behaviors.

The purpose of this quantitative study was to identify and compare differences in leadership behaviors of senior student affairs officers (SSAOs) based on their generational cohort (Baby Boomer, Generation X, Millennial). The Multifactor Leadership Questionnaire (MLQ) was used to measure nine leadership behaviors and three leadership outcomes. Surveys were administered electronically to 3,361 individuals identified as a chief student affairs officer or director of student affairs in the Higher Education Online Directory (2014). The 449 respondents included 246 Baby Boomers, 192 Generation Xers, and 11 Millennials. Due to an uneven sample size, the Millennial group was removed from the data analysis. The total respondents consisted of 215 male and 219 female SSAOs with 260 employed at four-year private institutions and 170 employed at four-year public institutions. A MANOVA was utilized to determine whether or not statistical differences existed between the nine dependent variables (leadership behaviors) and independent group variables (generational group). The findings showed that whereas Generation X SSAOs exhibited more transactional leadership behaviors, Baby Boomer SSAOs were more transformational. The results of this study have implications for the field of student affairs in that research and practice support the need for more transformational leaders in senior administrative positions in higher education. If Generation X SSAOs who represent the next generation of administrators are more transactional in their leadership, college presidents and professional associations may need to develop a new, more transformational generation of SSAOs to replace Baby Boomers as they retire.

In higher education, the field of student affairs, as demonstrated in previous research, suffers from high turnover, and often, the choice to leave the student affairs field seems to coincide with starting a family and simultaneously taking care of elder family members. Previous research has demonstrated that care-giving commitments hinder women in the advancement of their career and given the changing culture of shared care-giving responsibilities, the previous findings may now be true for men as well. This study focused on Caucasian male middle managers’ perceptions of the student affairs work environment in relation to their families and workplace supportiveness and advancement. I interviewed eight Caucasian, male student affairs middle managers about their perceptions about workplace supportiveness of family obligations in the student affairs field. The participants placed high importance on family and were no longer willing to risk family life for career success. All eight men talked fondly of their family obligations and were willing to change career paths to demonstrate how much they valued their families. In addition, these men frequently commented on the desire to represent cultural change. Therefore, student affairs divisions should implement supportive informal benefits across the board to all professional full time employees for increasing long term stability in the field of student affairs.

The field of student affairs administration could benefit from research on how student affairs administrators perceive their duties, responsibilities, and obligations, as well as how such an understanding could contribute to organizational theory, practice, and policy. The purpose of this study was to examine how administrators in student affairs perceive their role in public higher education institutions in the United States. This study examined SAAs’ duties, obligations, and responsibilities (role) using Q methodology. Although there are perception studies using Q methodology in higher education, there are fewer empirical studies on how SAAs’ perceive their roles. Consequently, this study recruited forty professionals in student affairs from 12 public institutions of higher education. On a continuum from “least important” (-4) to “most important” (+4), they sorted 37 statements that represented their views on SAAs’ duties and responsibilities. The 40 sorts were then factor analyzed with PQMethod 2.33 a, freeware program. Four factors emerged that represent distinct viewpoints on the role of student affairs administrators in public tertiary institutions—Connective Leadership, Instructive Leadership, Supportive Leadership, and Constructive Leadership. These four factors—details of which are presented in the study—indicate that student affairs administrators view their roles through four different leadership lenses, but that each lens is modulated or modified by four major theories—self-perception theory, organizational role theory, and, more importantly, student development theory.

The purpose of this study was to examine if there is an association between effective supervision and communication competence in divisions of student affairs at Christian higher education institutions. The investigation examined chief student affairs officers (CSAOs) and their direct reports at 45 institutions across the United States using the Synergistic Supervision Scale and the Communication Competence Questionnaire. A positive significant association was found between the direct report's evaluation of the CSAO's level of synergistic supervision and the direct report's evaluation of the CSAO's level of communication competence. The findings of this study will advance the supervision and communication competence literature while informing practice for student affairs professionals. This study provides a foundation of research in the context specific field of student affairs where there has been a dearth of literature regarding effective supervision. This study can be used as a platform for future research to further the understanding of characteristics that define effective supervision.

The purposes of this study were to determine whether directors and the senior student affairs officers who supervise them perceive the formal performance evaluation process to be accurate, fair, and meaningful, and whether they perceive the process to be influenced by the politics involved in the position.