Invisible Labor, Visible Change: Non-Tenure-Track Faculty Agency in a Research University

Applying O'Meara, Campbell, and Terosky's (2011) faculty agency framework, this qualitative case study examined full-time, non-tenure-track faculty (FTNTTF) members' perceptions of their agency at an elite public research university. Participants experienced greater agency over time and in the classroom, but felt their agency was constrained by departmental and college leadership's inconsistent interpretation of university policies regarding FTNTTF. Participants experienced feelings of invisibility and exclusion, unclear perceptions and undervaluation by their colleagues, and felt vulnerable to leadership transitions that might affect their roles. This study suggests that overarching power structures—administration, tenured faculty, formal and informal policies—may contribute to experiences of constrained agency and invisibility for key members of the organization. These complex dynamics undermine FTNTTF's capacity to actualize their skills, experience, and expertise to the full extent of their abilities.