Abstract
The purpose of this qualitative phenomenological study was to explore and describe the decision-making experiences of leaders at Midwestern colleges who engaged in strategic planning during the COVID-19 pandemic. Research was conducted using a qualitative phenomenological methodology and research design. Semi-structured interviews were conducted with seven college presidents. Findings revealed that the COVID-19 pandemic impacted strategic planning components and how leaders led their institution through crisis response and strategic planning. The recommendations set forth in this study include, during crisis: evaluate the need to temporarily pause strategic planning activities, thoughtfully allocate personnel resources, engage in scenario planning, create flexible strategic plans, adopt a directive style of leadership, use guiding principles in decision-making, communicate clearly and openly, and engage in reflection and self-care activities. This study contributes to research surrounding leadership, decision-making, strategic planning, and crisis while also providing practical recommendations for leaders to position their institution’s strategic planning activities to both survive an initial crisis event and thrive following.
Keywords: strategic planning, COVID-19, crisis, leadership, decision-making, phenomenology