Faculty members play a crucial role in higher education, contributing to knowledge dissemination and offering solutions to societal issues. However, policymakers often view higher education as an industry and overlook the consequences of funding cuts, neglecting the faculty's role in student success and institutional mission. Temporary faculty appointments have become prevalent, serving financial goals at the expense of job security and faculty commitment. This dissertation examines the relationship between faculty appointment type and administrators' power in offering secure positions in U.S. higher education. A quantitative correlational design was employed, utilizing multilinear regression analysis on survey data from faculty and administrators in 100 institutions nationwide. The study explored if leaders comprehend the mission of higher education when offering contingent positions, if they had decision-making authority, or were driven solely by market conditions. Additionally, it investigated the faculty's perception of institutional support and its impact on their commitment to work. Findings showed no significant differences between faculty tenure status and leader characteristics, but different leadership positions had varying levels of influence in the hiring process. Also, it was suggested that variables of financial acumen and governance could forecast faculty tenure status and were appropriate for incorporation in the multiple regression analysis. Notably, among the predictor variables, recognition exerted the most substantial impact on faculty work commitment, while academic freedom had the least influence. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]