<p>Mid-level leadership is key to a functioning university and it is important that mid-level leaders feel they have the tools and resources they need in order to succeed. To be successful in a new mid-level leadership position, entering supervisors must clearly communicate a strong sense of vision, values, and principles to their staff and establish positive relationships to encourage inclusivity, support, and effectiveness. The purpose of this study was to determine what higher education institutions can do to prepare staff for a successful transition into mid-level management and leadership roles successfully. This purpose was achieved by identifying successes and challenges that current mid-level leaders at higher education institutions have experienced while transitioning into their current or past roles, and examining how they were able to successfully employ their leadership and navigate pitfalls in their new mid-level leadership positions. </p><p> Data were collected from 15 mid-level leaders in higher education in the form of a 13-question, semi-structured interview format, which focused on their past recollections of transitioning into a mid-level leadership role. The key findings of the study yielded 54 themes that answered 4 research questions. In particular, being a supervisor and a colleague was the primary challenge associated with mid-level leadership. Additionally, study participants indicated that having a comprehensive training/onboarding program, specifically for mid-level leaders, would allow for a better chance of a successful mid-level transition into a new campus environment or department. As a result of the study findings, a framework of advice emerged for aspiring and current mid-level leaders transitioning into a new mid-level role and suggestions for effective initiatives that higher education institutions could employ was provided to assist in helping a new mid-level leader successfully transition into one&rsquo;s role. </p><p> <b>Keywords</b>: mid-level leadership; onboarding; transition; higher education </p>

<p> There is limited literature regarding how higher education leaders influence and shape curriculum do for graduate students. The question is how the curriculum is influenced by higher education leaders. The purpose of this exploratory qualitative study was to discover how those in leadership positions in higher education influence and shape curriculum for business school graduate students. Examining the influence higher education leaders have on curriculum design will provide information to universities to evaluate their current processes and may help universities continue to improve program quality. An exploratory qualitative descriptive approach was taken for this study. Qualitative data was collected via eight interviews with those involved in curriculum design. Specifically, participants for this study were those in leadership positions (administrators, deans, associate deans, and senior faculty) in the masters of business administration (MBA) program at a selected university in the Northeast region of the United States. The data from the interview transcripts were analyzed to discover how those in leadership positions in higher education influence and shape curriculum for business school graduate students. The four major themes identified in this study were flexibility, streamlining, continuous improvement, and innovation. The study revealed that factors such as flexibility, communication (internal and external), adaptability, and technology all contribute to robustness of the graduate business curriculum and are a reflection of how those in leadership positions influence the curriculum. The findings from the study revealed similar views regarding participants&rsquo; experiences about their role in influencing and shaping the curriculum, challenges faced, and common experiences among several participants. The study revealed that the participants reported positive feedback on their level of participation with the curriculum design process. The practical implications that may result from the proposed research may explain the current leadership structures, both formal and informal, within department of business. Results of the study may also have the potential to inform the development of future curriculum design efforts to enable current and future department faculty and chairs to influence curriculum design as effectively as possible.</p>

<p> This quantitative study examined over 7,000 freshmen at a regional, Midwestern, 4-year, public higher education institution. The participants were separated as either having a freshman-year alcohol violation or not having a freshman-year alcohol violation and then analyzed. The results of the study found that there was not a significant difference in retention for those with a freshman-year alcohol violation compared to those without a freshman-year violation. However, when looking only at those participants with a freshman-year alcohol violation, a logistic regression analysis showed that high school GPA, minority racial status, amount of financial aid disbursed, not receiving loans, and not being Pell-eligible were all significant factors indicating a participant was more likely to return to school. However, this model only accounted for 18% of the variance in retention and future studies will need to include more variables to account for more variance in retention.</p>

<p> The purpose of this study was to contribute to the debate over the value of the Ph.D. versus the Ed.D. in higher education. A mixed methods design was used to explore why some institutions simultaneously offer two tracks to the higher education doctorate (Ph.D. and Ed.D.) and the difference between programs at institutions where only one track to the doctorate was offered. Specifically, I aimed to identify the level of distinction between these two types of doctoral degrees. The differences were examined between the Ph.D. and the Ed.D. in higher education in terms of programs&rsquo; rationale, mission, admission requirements, curricula, and dissertations. The research study relies on the inputs-environment-outcomes model proposed by Astin (1993). In the first phase of this study qualitative data were collected from five doctoral programs in higher education that offered both Ph.D. and Ed.D. tracks to the doctorate in higher education. The results from the qualitative phase were used for the development of a questionnaire and a dissertation analysis form to be used in the second quantitative phase of the study.</p><p> The quantitative phase of the study consisted of a survey and a curriculum analysis of more with more than 2,600 courses from 125 doctoral programs in higher education. Fife&rsquo;s (1991) classification of higher education courses was used to categorize and compare the curriculum of Ph.D. and Ed.D. programs. Based on the results of this study, a profile of Ph.D. and Ed.D. programs in higher education was developed.</p>

<p> <b>Purpose.</b> The purpose of this study was to determine how Southern California community colleges have implemented best practices based on the 8 Keys to Veterans&rsquo; Success as identified by the U.S. Departments of Education, Defense, and Veterans Affairs to effectively support and retain military and veteran students in higher education programs. The study sought to determine the practices that provided the most substantial impact and what outcomes were utilized to measure success. </p><p> <b>Methodology.</b> Four military and veteran student program professionals within successful Southern California community colleges were interviewed. This sample population was selected due to the colleges&rsquo; excellent military and veteran student programs. A multiple-case study, qualitative analysis was conducted of the data collected. Limitations of this study include a small number of participants surveyed and the researcher&rsquo;s limited amount of time to conduct a more extensive research of current literature. </p><p> <b>Findings and Conclusions.</b> This study found that the most impactful &ldquo;keys&rdquo; supporting veteran student program success were providing a dedicated, functional space and creating a culture of trust and connectedness. These were followed by sustained campus leadership support and collaboration with the local community. The outcomes utilized were retention and graduation rates, followed by persistence rate and years to completion. Barriers were overcome by utilizing the keys effectively, including functional space on campus, enough qualified staff, and sustained support. Utilizing the 8 Keys to Veterans&rsquo; Success and the U.S. Department of Veterans Affairs outcomes, colleges and universities can effectively implement military and veteran student programs and consistently measure their success. </p><p> <b>Recommendations.</b> Administrators should assess their military and veteran student programs utilizing the 8 Keys to Veterans&rsquo; Success as a rubric, then strategize plans and resources for program improvement. Further research is needed to assess best practices to support military and veteran students transitioning successfully from 2-year programs to 4-year universities and from college programs to meaningful employment.</p>

<p> Minimal research has been conducted relative to the sources of work motivation for resident assistants (RAs) over the last decade. As more challenges and responsibilities are added to the expectations of the RA position, determining what current factors motivate students to apply for the RA position is essential. By identifying and better understanding the motivational factors of students who accept the RA role, housing professionals may focus their energies more appropriately in order to staff the position with highly qualified individuals.</p><p> The literature review traces the evolution of the RA position and cites relevant research on motivation. The study included 231 respondents from 46 different institutions in the Mid-Atlantic region. The research found that helping behaviors was the most prominent factor for seeking the RA position. The desire to meet financial obligations was also a significant consideration. RA cohesiveness also was a factor of prominence. There were no significant differences in motivational factors when looking at demographic characteristics (gender, race/ethnicity) or work characteristics (type of residential community, semesters in the RA position, class standing of population RA was serving, number of students the RA served on floor/wing, and type of institution) In addition, there were no work or demographic characteristics that could predict high levels of motivation for current RAs. This finding can allow housing professionals to focus more clearly on one recruitment strategy.</p>

<p> This quantitative correlational study included an investigation of potential factors effecting high attrition rates in postsecondary online courses. Online learner-instructor interaction was examined by assessing instructor response times (RTs), student satisfaction, and final course grades at an online two-year postsecondary institution. A sample (N=54) of online students in Spanish classes participated in the study by responding to 14 items in an online questionnaire. The findings from the study revealed no statistically significant difference between the RT and student final course grades. However, the linear regression test to investigate the correlation between RT and student satisfaction was statistically significant. The results indicated that while assignment RTs delivered by online instructors were essential to students&rsquo; satisfaction, the RTs did not vitally influence students&rsquo; final grades. Implications and recommendations for higher education institution administrators to reduce high online attrition are included. Suggested future research involves qualitative correlational study to observe the relationship between RTs, final grades, and satisfaction such as interviews for more in-depth understanding on types of strategies to develop to reduce online attrition.</p>

<p> The purpose of this study is to examine how out-of-state tuition and fees affects international undergraduate enrollment at U.S. four-year institutions. This study adopts the student demand theory as the theoretical framework to guide the quantitative design of the research. The data source was the Delta Cost Project version of IPEDS. The dependent variable of this study was the total number of international undergraduate enrollment at a four-year institution. The key independent variable was the out-of-state tuition and fees charged by an institution. Additionally, three vectors of variables for measuring the quality of institutional inputs, process, and outputs respectively were added as controls. Analytically, fixed effects regression was conducted to both a full sample data range from 1991 to 2010 and a shorter sample focused on the specific period of 2005-2010. The results of this study suggest international undergraduate students are generally inelastic to the changes of tuition and fees during the last two decades (1991- 2010), but tend to become less inelastic in recent years (2005-2010). However, this general inelastic relationship between international undergraduate enrollment and tuition and fees can vary significantly across different institution types. The findings of this study have important implications to student demand theory, institutional policy-making and future research.</p>

<p> Cyberbullying is a growing phenomenon, causing concern among students, parents, and professionals in the educational community. Although no federal law specifically addresses cyber-harassment in higher education, institutions have a legal obligation to address all claims of harassment, regardless of the location or platform in which the harassing behavior occurs. Recent court cases are setting precedents for obligatory institutional response and potential penalties for lack thereof; conversely, institutions are left to their own devices to employ and develop policy statements and sanctions that prohibit or discourage cyber-harassment behaviors. As the legal and political environment regarding bullying and cyberbullying behaviors continues to evolve, universities are challenged to administer policies and procedures that address misconduct that occurs in physical and virtual environments.</p><p> Qualitative by design, this study examines the perspectives, insights, and understandings of those individuals responsible for developing and operationalizing policies in the areas of cyber-harassment. Accordingly, participants in this research study provided key insights regarding strategies, best practices, and challenges experienced by policy administrators when developing and implementing cyber-harassment, prevention and mitigation policies and programs. Participants&rsquo; perspectives provided an insightful understanding of the complexities of interpreting legislation and the implications associated with higher education policy.</p>

<p> The number of adult students requiring and engaging in postsecondary education is overtaking the number of those entering college through traditional pathways. Adult students value institutions that provide low cost, flexible, supportive, and accelerated degree completion pathways. State comprehensive universities (SCUs) are attractive to adult students for their affordability, convenience, and wide range of offerings. These institutions, therefore, have the potential to greatly expand attainment for adult students; yet only 35 percent of SCUs have adult students representing more than a quarter of their total enrollment. The purpose of this study was to contribute additional research to better understand how SCUs can expand offerings to attract and serve more adult students as a strategy to increase degree completion in their states. The study was based on the proposition that successful and integrated adult student programs and services are a natural outgrowth of institutions whose mission and culture are supportive of adult students. To develop an effective adult student service delivery program, change agents must take into consideration the unique sensitivities and organizational culture, structure, and change characteristics of the institution. This case study examined three different SCUs that maintain a dual mission of serving adults alongside traditional students: Austin Peay State University (TN), Portland State University (OR), and Northern Arizona University (AZ). The study explored key contextual elements and change strategies useful in developing and assessing initiatives, interventions, and curriculum that strengthen degree completion pathways and provide comprehensive support services for adult students. The study uncovered similarities, and distinctions between the cases and the challenges, barriers, and gaps that persist as these institutions work to improve student success outcomes for their adult learners. This research analyzed each university&rsquo;s cultural and leadership orientation using Bolman and Deal&rsquo;s (2013) organizational framework. Case findings can aid traditional student-focused public universities seeking to better understand conditions, characteristics, and strategies useful in sustaining adult student programs and services.</p>