This paper provides a framework for understanding the complexity of the chief student affairs officer (CSAO) at higher education institutions, examining existing models and an alternative, "cluster-culture" model. It notes that current literature on the CSAO position is inadequate in its description of the roles, responsibilities, and orientations of the position. It outlines a four-dimensional model developed by Seagren, et al, (1994), which focuses on personal characteristics, job responsibilities, challenges, and responses. To address the shortcoming of the Seagren model, the paper introduces a "cluster-culture" model, comprised of a series of spheres of influences, all of which expand and contract based upon the context of the independent decision being made. It includes the four dimensions advanced in the Seagren model, along with six other areas: interpersonal relationship skills, external constituency groups, faculty groups, student groups, inter-institutional demands, and administrative influence. (Contains 10 references.) (MDM)