American higher education has managed to maneuver monumental periods of seismic change throughout the country's history. Recent demographic, political, and ideological shifts within the internal and external environments of higher education indicate that the field is approaching yet another significant period of change; one that could require institutions to undergo significant structural and cultural redesign. The literature on change leadership and organizational theory suggests that those in senior-level leadership roles at institutions are often best positioned to encourage, implement, and lead change initiatives. But what are the actual lived experiences of senior administrators during change processes at the individual, institutional, and spherical level in higher education? This qualitative study examines the experiences of six senior-level administrators at American higher education institutions during periods of internal and external change. The participants described how internal and external factors impacted their perceived influence in implementing, and leading structural and cultural change at various levels within the field. Future studies might consider an examination of the practical influence and/or preparedness of higher education leaders to guide forecasted change initiatives within the field.
College student retention and completion rates correlate with the production of societal benefits such as community engagement, human capital, diverse campus communities, and social mobility. While ideas vary, most contemporary retention practices and strategies rely on foundational studies that focus on individualism, the student-institution relationship, and inhibiting factors to student integration into a collegiate environment. This meta-synthesis examines the individualistic nature of foundational historic and contemporary retention theories and practices as well as recommends a collectivist, culturally-responsive alternative paradigm for retention theory and strategy development moving forward.
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