The work content of eight midwestern college and university presidents is defined and described through direct observation of daily activities. This was done as a critical first step in a line of research which can eventually propose effective presidential work behaviors. Besides discovering how time is used, the study finds that due to the volume of input and requests, presidents cannot personally meet most demands and also accomplish organizational success. Concepts identified from the structured and unstructured data led to the development of the Williamson Wall Model of Presidential Work, a framework for future testing of hypotheses about presidential effectiveness. One week of data collection was spent with each of the eight presidents in the final sample. (These eight represent a consent rate of 33% of the potential respondents whose colleges met the study criteria). One of the key outcomes was the conclusion that there is a great deal of work directed to the president that cannot, should not, and must not be done by the president personally, if at all. Proper presidential work should be defined in part as fulfilling the needs that only the president can meet for the organization, with priorities and goals focusing the work. The four themes (or building blocks for presidential work leading to organizational success) resulting from this study are: (1) antecedents (preexisting resources at the school or within the president's personality), (2) aura (power of the presidency), (3) actions (consciously chosen goals), and (4) advancements. Tables are included. Contains 15 references. (Author/SM)