Date

4-29-2026

Department

School of Education

Degree

Doctor of Philosophy in Education (PhD)

Chair

Constance Pearson

Keywords

Leadership Transitions, Employee Exodus, Employee Separation, Higher Education, Succession Planning, Social Exchange Theory

Disciplines

Educational Administration and Supervision | Educational Leadership

Abstract

The purpose of this qualitative phenomenological study was to understand the experiences of employees who chose separation amidst the transition of a new president at small private higher education institutions in the United States. This study aimed to understand how collegiate and university presidential leadership transitions influence employees’ perception of their decision making process to voluntary leave their respective institutions. The theory guiding this study was Homans’ social exchange theory, as it explains social interactions as an exchange using a cost benefit analysis. The central research question was: What are the lived experiences of employees who choose separation amidst the transition of a new president at small private higher education institutions? The eleven sample participants were required to have been a higher education professional at a private institution for at least one year at the time of their voluntary separation. The participants were interviewed individually, in a focus group, and were asked to write a letter to their previous employer describing their decision-making process. The data was transcribed and member checked then analyzed using hermeneutic phenomenology. Thematic and axial coding was conducted using Otter.ai and Delve. The themes and codes were reviewed in peer debriefing sessions. The study contributed helpful insights into organizational transitions and employee retention based on employee experiences during presidential transitions in their previous institutions.

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