Abstract
ABSTRACTThe COVID-19 pandemic profoundly disrupted higher education, requiring institutional leaders to make rapid decisions while balancing financial sustainability, public health imperatives, and mission-driven commitments. At Jesuit colleges and universities, these challenges were further shaped by fundamental Jesuit tenants. This study examines how eight executive leaders in student affairs at Jesuit institutions reported the navigation of decision-making during the crisis, exploring the interplay between corporate (financial and operational) and Jesuit (mission-driven) decision-making premises.
Using a qualitative research design, the study employed semi-structured interviews to examine reported leadership strategies and institutional responses. Grounded in Servant Leadership, Adaptive Leadership, Transformational Leadership, and Crisis Leadership, the study explores how leaders integrated Jesuit values into crisis management.
Findings indicate that leaders who balanced mission-based commitments with pragmatic decision-making reported more successful institutional outcomes. The study also highlights tensions between shared governance and the urgency of decision-making, as well as the influence of stakeholder engagement and external pressures on leadership choices. This research contributes to crisis leadership in higher education, particularly in faith-based institutions, by offering insights into mission-driven governance and future crisis preparedness.
Keywords: Jesuit higher education, crisis leadership, decision-making, student affairs, COVID-19, servant leadership, adaptive leadership, transformational leadership, cura personalis, mission-driven leadership