Strategic Plan Decision-Making During the COVID-19 Pandemic: A Phenomenological Study of College Presidents
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Authors
Desmond Ford, Jill
Issue Date
2021-11-03
Volume
Issue
Type
Dissertation
Language
en_US
Keywords
Alternative Title
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
Description
Citation
Publisher
Creighton University
License
Copyright is retained by the Author. A non-exclusive distribution right is granted to Creighton University and to ProQuest following the publishing model selected above.