Crisis leadership in education : a case study of decision-making reflections during the COVID-19 pandemic
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This exploratory case study investigates how educational leaders navigated decision-making during the COVID-19 pandemic by examining reflections from five K-12 leaders in Missouri, including state and district-level administrators. Grounded in Crisis Management Theory, the study explores how leaders prioritized competing interests, academic achievement, physical health, and social-emotional well-being amid uncertain and politicized conditions. Through semi-structured interviews and document analysis, the research identifies two central themes: (1) the importance of empowerment and autonomy in decision-making, and (2) responsiveness to data and community-voiced needs. The findings reveal that successful crisis leadership was rooted in collaborative structures, trust among governing bodies, and proactive responsiveness to evolving challenges. This study contributes to the field of educational leadership by offering insight into how crisis-era decision-making can inform future preparedness and responsiveness, emphasizing the need for balanced, transparent, and inclusive approaches to managing educational disruptions.
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Ph. D