In this chapter, the experiences of mid-level business and finance staff positions in private colleges are explored to illuminate how they engage the campus environment as they help navigate their institutional fiscal vitality through the lens of empowerment theory. Through qualitative interviewers, findings include how they negotiate shared…

Intercollegiate athletics occupies a unique place in higher education, but little is known about administrators working in this area. This chapter proposes a functional definition of "mid-level" in the context of college sports, describes the prevalence of these jobs nationally, and summarizes key factors associated with mid-level…

This chapter examines the impact and success of mid-level business and finance staff at private colleges or universities, using an adaptation of Bronfenbrenner's multilevel social integration model. This chapter also highlights the voices of mid-level business and finance staff and describes the experiences, successes, and challenges they have…

This chapter uses feminist and empowerment theories as a framework to examine how women in mid-level professional leadership perceive their level of influence and define leadership. Results indicate that empowerment behaviors are central when these women engage in opportunities to influence institutional decision-making, in the ways they identify…

Mid-level managers have the difficult task of juggling needs and direction of entry-level staff with the demanding outcomes from their supervisors and senior leadership. To be successful, they must maneuver through demanding expectations from their supervisors while simultaneously garnering buy-in from those they directly supervise in order to…

This chapter uses the Job, Career, Calling conceptual framework to explore the career motivations of 119 mid-level administrators in international higher education. Further, the primary job responsibilities of the mid-level administrators are also examined to determine if work aligns with motivation. We find that international center directors…

Case studies show the capacity of chairpersons to make distinct improvement in their departmental management. This would occur more often if there were systematic attention to the evaluation of institutions, departments, and chairpersons so that the objectives for decision making in departments are clarified. A chairperson evaluation form is…

A system is proposed for evaluating the academic dean that takes into account the values of each respondent, and helps provide valuable information for undertaking an evaluation in any academic setting. The proposed questionnaire is included in this article. (Author/LBH)

Academic administrators need to attend to more than the management and allocation of financial resources. There are human resources, as well as the resources of time, information, recognition, and enthusiasm. How much management the academic administrator can borrow from industry and what should be managed are discussed. (MLW)

Before a sound and cost-effective aid program can be developed in a community college, its importance must be understood by the college's administration. Steps to be taken and the aid officer's role in administering and promoting an effective program are outlined. (Author/MSE)

Researchers have spent years investigating the demands, multiple roles, and critical nature of organizational leaders in postsecondary educational settings. Overall, the research indicates agreement that leadership at all levels in postsecondary education is complex and multidimensional. During the past thirty years, though, much of the research…

Whereas the new administrator will seek to become comfortable and effective in a leadership role, former administrators back on the faculty will find the change of position and pace unsettling again.