Through a 1984 nationwide random sample of 371 chief liberal arts academic officers, this study examines respondents' careers and administrative behavior and their reports about the condition of the liberal arts in their institutions. The study describes grants administration, evaluation mechanisms, satisfactions and frustrations, and career success of chief liberal arts academic officers. The sample includes all levels and types of degree-granting institutions. Six appended tables summarize survey results. In spite of competition for resources with other academic units (whose enrollments are expanding, whereas those in the liberal arts are declining) and calls for improved quality, chief liberal arts officers have positive feelings about their institutions. Sixty-nine precent, however, plan to return to teaching and research or to advance in administration. Limitations in budgets and time bring frustration, but job satisfaction comes from informal work with faculty, administration, and program development. Views of career and salary success are low considering leadership status. Large public institutions offer the highest salaries, whereas high personal educational impact is most often present in smaller private undergraduate institutions. Leaders of the liberal arts are not adequately empowered to meet challenges unless they can compensate for limited formal power by effective use of consensus-building mechanisms. Twenty-seven references are included. (CJH)