{"id":{"repo_id":"creighton","oai_identifier":"oai:cdr.creighton.edu:10504/134675"},"canonical_url":"https://search.dev.ndltd.org/etd/creighton/oai:cdr.creighton.edu:10504/134675","repository":{"repo_id":"creighton","name":"Creighton University","base_url":"https://cdr.creighton.edu/server/oai/request"},"display":{"title":"Strategic Plan Decision-Making During the COVID-19 Pandemic: A Phenomenological Study of College Presidents","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","abstract_html":"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","abstract_has_math":false,"creators":["Desmond Ford, Jill"],"institution":"Creighton University","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Grassmeyer, Kimberly"],"committee_chairs":[],"committee_members":[],"year":2021,"date_issued":"2021-11-03","date_published":"2021-11-03","updated_at":"2026-07-24T01:50:57Z","subjects":[],"languages":["en_US"],"rights":["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."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/10504/134675","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Grassmeyer, Kimberly"]},{"key":"dc:creator","label":"Author","values":["Desmond Ford, Jill"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2021-12-13T15:41:44Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2021-12-13T15:41:44Z"]},{"key":"dc:date.issued","label":"Date","values":["2021-11-03"]},{"key":"dc:publisher","label":"Institution","values":["Creighton University"]},{"key":"dc:type","label":"Dc Type","values":["Dissertation"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]},{"key":"dc:rights","label":"Dc Rights","values":["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."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/10504/134675"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["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"]},{"key":"dc:title","label":"Title","values":["Strategic Plan Decision-Making During the COVID-19 Pandemic: A Phenomenological Study of College Presidents"]}]}],"canonical_facts":{"dc:contributor.advisor":["Grassmeyer, Kimberly"],"dc:creator":["Desmond Ford, Jill"],"dc:date.accessioned":["2021-12-13T15:41:44Z"],"dc:date.available":["2021-12-13T15:41:44Z"],"dc:date.issued":["2021-11-03"],"dc:description.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"],"dc:identifier.uri":["http://hdl.handle.net/10504/134675"],"dc:language.iso":["en_US"],"dc:publisher":["Creighton University"],"dc:rights":["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."],"dc:title":["Strategic Plan Decision-Making During the COVID-19 Pandemic: A Phenomenological Study of College Presidents"],"dc:type":["Dissertation"]},"updated_at":"2026-07-24T01:50:57Z"}