Abstract
Purpose. The purpose of this study was to describe the current profile of women campus recreation directors, to determine barriers that continue to exist for women in the field of campus recreation, according to the perceptions of women campus recreation directors in the NIRSA membership, to identify leadership behaviors that have contributed to the successes of women campus recreation directors, according to the perceptions of women campus recreation directors in the NIRSA membership, and to determine the factors within the professional association (NIRSA) that have contributed to the rapid growth of women in leadership positions. Methodology. Two types of research were combined for this study, descriptive and case study. A questionnaire survey provided data for the descriptive research. Individual interviews provided data for the multiple case study. The population consisted of 155 women campus recreation directors and four women serving on the 2002 NIRSA Board of Directors. Sixty percent of the campus recreation directors completed and returned the survey. One hundred percent of the board members participated in phone interviews. Findings. The average woman campus recreation director is between the ages of forty and forty-five, White, single, with no children. She is employed at a small-to-moderate-sized, 4-year institution of higher learning and earns between $50,000–$60,000 annually. The greatest barrier for women campus recreation directors is the lack of female role models to pattern after. The second greatest barrier to women campus recreation directors is the lack of mentors to teach and give advice about the job. Utilizing the Leadership Practices Inventory, women campus recreation directors scored in the 70th percentile for "Challenging the Process," in the 71st percentile for "Inspiring a Shared Vision," in the 72nd percentile for "Enabling Others to Act," in the 60th percentile for "Modeling the Way," and in the 70th percentile for "Encouraging the Heart." "Giving back to the profession" is the primary motivation for the women serving on the 2001–2002 NIRSA Board of Directors. The history of women being banned from the NIRSA has not affected the board member's role in the NIRSA in a significant way. They perceive a changed climate in the organization, which has "leveled the playing field." They do not perceive a need to change the "informal women's network" in the association. Recommendations. The researcher recommends a formal mentorship and networking program be initiated through the NIRSA. A safe forum for women to speak candidly about gender issues on their respective campuses should be added to the NIRSA conference agendas. A replica study should be conducted examining the barriers perceived by entry-level and mid-level women in the profession.