The COVID-19 pandemic has had an irreversible impact on the higher education sector. The disruption of the COVID-19 pandemic created challenges for university leaders and their stakeholders who needed to reinvent themselves to operate their campuses during the pandemic (Garcia-Morales et al., 2021). The purpose of this study was to conduct…

This qualitative study was premised on the affirmed belief of the researcher that many individuals who aspire to serve in leadership roles across various educational organizations are often unaware as to the core/foundational responsibilities and associated actions for creating and sustaining an environment that is conducive to effective strategic…

The 2023 Thought Leaders Report, "Leadership Reimagined: Navigating the Higher Education Workplace" provides leaders with information and tools to help them lead their employees through the continuing uncertainty with a focus on the workforce. We recognize that workforce issues are incredibly challenging and understand that an engaged…

This narrative inquiry explores three Chinese university leaders' intercultural competence as a key dimension of their leadership that overseas leadership development programmes enabled them to develop. The leaders visited three different countries -- namely, the United States, the United Kingdom and Canada -- storied their experiences in the…

This qualitative study investigates the glass cliff phenomenon in relation to Black women in senior administration in higher education. This research explores the motivation of Black women who accept these roles and the ways in which they use of different types of cultural capital to navigate these positions. Using data drawn from the interviews…

Working at the university level prepares campus employees to deal with a diversity of negative issues and even with crises. COVID-19 did away with the rule book for how to handle university crises as universities fell into the middle of a worldwide pandemic beyond what almost every university employee could have imagined. When administrators first…

Higher education is experiencing leadership turnover and during these transitions colleges and universities are relying on interim leaders to fill this leadership gap. The purpose of this study was to identify ways to support interim leaders and leverage their experience into the development of professional growth opportunities at a large…

This study addresses the problem that senior academic administrators cannot perform the essential functions of their leadership positions in higher education. The purpose of this qualitative single case study was to explore the perceptions of senior academic administrators at a private university in northern Illinois regarding the necessary…

In this qualitative grounded theory study, I interviewed participants from and analyzed documents associated with three community/state colleges in Florida. Additionally, I have included the perspective of key informants from the state and/or the Florida College System. The purpose of this qualitative grounded theory study was to develop a…

This research examined the perceived data literacy skills of middle and senior-level administrators in a community college system in relation to leadership competencies. This study sought to determine if the independent variable, administrator type (manager, executive, or chief operating officer), relates to the perceived data literacy skills…

The purpose of this Action Research Study was to examine the lived experiences of interim administrators at a private university in New York and determine how they made sense of unexpected appointments resulting from crisis scenarios including those caused by leadership departures and the onset of the COVID-19 pandemic. Key to the investigation…

Drawing on findings from the author's recently published COVID-19 study (Strayhorn, 2022), the purpose of this article is to highlight some of the major lessons that HEI leaders learned while navigating the uncertainties of the global pandemic, especially in terms of fostering a strong sense of belonging. First, the author defines sense of…

This qualitative case study with a phenomenological approach explored the perceptions of university administrators regarding the investment of social justice resources for the campus community; types of social justice communication that had been shared with the campus community; and what social justice resources, curriculum, and initiatives were…

Conflict management is an overlooked area in leadership development. Mediation as an intervention method to use in conflict management can be productive for building leadership capacity and organizational development in higher education. Adults average five conflicts per day and people in titled leadership spend over two-thirds of their time…

A major focus of policymakers in recent years has been community colleges, which have been viewed as potential engines for economic advancement and student success. I examined the leadership history of Roane State Community College, a two-year institution of higher learning serving a nine-county service area mostly in rural East Tennessee as…