A panel discussion addressed the question, “What is a Senior Woman Administrator (SWA)?”, at a 2002 NCAA compliance seminar. Having no research on that issue to consider, panelists could only describe their experiences and their perception of the NCAA’s intent in creating the SWA title, and recent published research found a five-year decline in the percentage of women in collegiate athletics administration. The purpose of this study was to examine the position of Senior Woman Administrator (SWA) in NCAA athletic programs. Specific objectives were to establish a demographic profile of NCAA SWAs, and determine the following: job responsibilities, if SWAs have a significant voice in the overall decision-making process, if the position of SWA is helping to advance women in the leadership of intercollegiate athletics, and if there are differences between NCAA Divisions in the role of the SWA. Data were collected via a survey mailed to the SWA of all NCAA member institutions (Divisions I, II, & III). Response rate was 46% (53% D-I, 45% D-II, 36% D-III). Standard descriptive statistics were computed and reported. Quantitative survey item data were analyzed with one-way between subjects ANOVA, with Tukey post hoc tests following significant omnibus findings. Chi-square analyses were performed on qualitative data. An alpha of .05 was applied to all inferential procedures. Over all three NCAA divisions the typical SWA was found to have the following characteristics: white female, 42 years old, salary of $54,500/year, is an Associate Athletics Director, a graduate degree in PE/Health, 9.7 years as an athletics administrator, and 11.1 years as a college level coach. Regarding job responsibilities, SWA’s in D-I, on average, have administrative input in almost 9 areas of responsibility, SWA’s in D-II and D-III average almost 7 areas. The findings generally indicate that SWAs feel they play a significant role in the overall decision-making process, however that the role of the SWA is more of a title add-on than a separate job with a unique job description. Interestingly, SWAs feel they are not necessarily acquiring administrative skills that would help them to advance within the athletics department hierarchy, but that the role of the SWA is advancing women’s leadership in the NCAA. Most comparisons between divisions were not significant. Findings of this research suggest many potential topics for future research, particularly in the areas of: 1)diversity and ethnicity; 2) job mobility; and 3) Comparisons of SWA’s to AD’s and male athletics administrators.Keyword(s): administration/mgmt, college level issues, sport management