This study developed an empirical construct for the term "morale," and applied the resulting structural model in an investigation of the impact of morale on administrators' reported intentions to leave their positions. The paper identifies three common sources of frustration in these administrators: the midlevel nature of their role; the lack of recognition for their contributions; and limited opportunity for career growth or advancement. It proposes a structural model of administrator intentions which includes morale as well as demographic and structural variables. A questionnaire covering these areas (as well as intent to leave, the dependent variable) was given to mid-level administrators (n=869) at a 10-campus university system. The morale component was comprised of three interrelated dimensions: institutional regard, mutual loyalty, and quality of work. The study found that perceptions of worklife and morale were individually held, as opposed to collective organizational perceptions; it also established the construct validity of the notion of "morale," and found that perceptions of organizational process (morale and worklife) explained the "intent" of midlevel administrators to leave their current position. Demographic and structural variables had only a limited effect on morale and intent to leave. (Contains 41 references.) (DB)