This case study explored how departments of residence life support a culture of well-being for the live-in, professional staff who serve in the capacity of resident directors. This multi-site case study used the bureaucratic, organized anarchy, and spiritual organizational development frames by Kathleen Manning (2017) to structure the study and analyze the data. The World Health Organization’s (1958) definition of health was used to interpret how resident director’s mental, physical, and social well-being is affected by their unique role on a college campus. Twelve individuals across three sites were interviewed as a part of this case study. Participants included directors of residence life, an assistant director, and resident directors. Three attributes that positively affect staff well-being are having genuine, positive relationships with colleagues; a comprehensive compensation package; and a passion for working with students. Two attributes that negatively affect well-being are the demands of serving on-call and lack of understanding by campus partners of the role of a resident director. Implications for practice include reconceptualizing the role of the resident director, reconsidering recruitment practices, telling the story of resident directors, and forming intentional relationships with staff that go beyond a collegial perspective. Recommendations for research include examining the purpose and role of resident directors, collaboration across silos on a college campus, and the impact that living in a residence hall has on staff of color.
INDEX WORDS: residence life, live-in, position, on-call, well-being, organizational development, campus partners, physical health, social health, mental health
INDEX WORDS: residence life, live-in, position, on-call, well-being, organizational development, campus partners, physical health, social health, mental health