Student sense of belonging has been a topic of discussion for decades; however, senior student sense of belonging has not been looked at as closely as other groups of students. As seniors transition out of college, institutions must consider that these students become the alumni who contribute through alumni donations and share their experiences with future generations of students. Looking at data from a single very high research college campus in a rural state, the study explored variables that relate to senior student sense of belonging. Using Ahn and Davis’s (2020a) 4 domains of student sense of belonging, variables were included that fit into the categories of academic engagement, social engagement, surroundings, and personal space, along with other student characteristics. The study uses student information attained through university data and responses to NSSE survey items to explore what items impacted students’ response to feeling a sense of belonging based on 3 NSSE survey items related to sense of belonging that were introduced in the 2020 version of the survey. Data from three linear regressions showed the significance of 16 independent variables using a stepwise approach. Data showed that there were 2 variables that were significant in all 3 models: students reporting that they would choose the same institution again and students’ overall evaluation of their experiences. The data showed a wholistic picture of what relates to senior student sense of belonging cannot be determined using the variables in this study. The authors suggest that a qualitative approach would be needed to learn more about how the variables in this study and additional variables impact sense of belonging for senior students.

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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.

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The purpose of this study was to explore the career and life paths of male and female Senior Student Affairs Officers (SSAOs). The study used Super’s components of Work Salience and Career maturity to examine gender differences and commonalities of individuals in their climb to a SSAO position. Specifically, the study examined the role of family and personal life and the intersection with career. Employing qualitative methods in the form of semi-structured interviews, this study investigated the following research questions: 1. How do female SSAOs describe their life and career development according to Super’s factors of Work Salience and Career Maturity? 2. How do male SSAOs describe their life and career development according to Super’s factors of Work Salience and Career Maturity? 3. How do male and female SSAOs life and career development experiences compare to one another according to Super’s factors of Work Salience and Career Maturity? The transcripts were analyzed using open and focused coding to find themes present in the data. The coding process was reviewed by a peer as well as a panel of experts to ensure trustworthiness. The findings of the study indicated themes regarding caregiving, work experience, leisure activities, marital status, scheduling, and career planning. / Ph. D.

Higher education had been one of the highest funding priorities in most states, however, in recent years, governors and state legislators have focused their efforts in higher education on cutting budgets to deal with historic gaps in revenue. As a result, university administrators have been challenged to modify their institutions’ academic programs, administrative units, and student affairs operations to contain costs and increase revenue. This study examined the extent of financial challenges faced in student affairs divisions at four-year, state-supported institutions during the period between 2008 and 2012 and the strategies utilized by senior student affairs officers to manage them. A researcher-developed online survey instrument was used to collect data from senior student affairs officers at four-year, public institutions of higher education which were members of Student Affairs Administrators in Higher Education (NASPA). The questionnaire was designed to gather information regarding the impact of institutional financial constraints on student affairs units and the resulting student service area changes, funding shifts, and leadership engagement and knowledge in budgeting. Descriptive statistics and a thematic analysis were used to examine the data which showed that, while student affairs units had experienced decreases in institutional support during the timeframe investigated, university financial constraints did not have a significant impact on eliminating or creating student affairs services. The student affairs services most often reduced were career development, college or student unions, and dean of students. Findings also indicated counseling and psychological services, recreation and fitness programs, residence life and housing, and disability support services were most frequently increased. The most frequent shift in student affairs funding to mitigate fiscal stress was through internal reallocation followed by establishing or increasing a mandatory or user fee. Counseling and psychological services, health services, college or student unions, and recreation and fitness programs were services most frequently identified as experiencing a funding change. The results encourage senior student affairs officers to find a balance of new funding opportunities while also being effective and efficient with reductions to programs and services.

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The purpose of this qualitative research guided by resilience theory was to investigate the experiences of four Black women senior student affairs administrators at predominantly White institutions in order to understand the strategies for success that led to their advancement to senior level positions. Participants included four deans of students and/or vice presidents for student affairs (reporting directly to the president of the institution) at four-year small private predominantly White institutions (enrollment under 5,000). The participants' recounted experiences of tokenism, perceptions of the appearance, perceptions of communication styles, and inequitable compensation. They also reported support systems such as mentors, giving back, and spirituality that influence their thoughts, actions, reactions, decisions, and motivation to continue in the field, in their position, and ultimately in higher education. The implications of the study encourages institutions to provide funding, personnel resources, and training for all employees as well as encourages current Black women administrators to discuss their professional experiences to continue to inform scholarship and practice.

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