Higher Education Administrators as Servant Leaders to Promote Organizational Stability During the COVID-19 Crisis: A Phenomenological Study

June 19, 2026

Higher Education Administrators as Servant Leaders to Promote Organizational Stability During the COVID-19 Crisis: A Phenomenological Study

Chenille White | 2026

Abstract

This qualitative phenomenological study examined how higher education administrators applied servant leadership principles to promote organizational stability during the COVID-19 crisis. Leadership is widely acknowledged as essential during times of crisis, yet limited attention has been given to how servant leadership was practiced in higher education during this period of disruption. This study addressed the gap by exploring the experiences of higher education administrators who led through the pandemic. Findings indicated that servant leadership was enacted through intentional communication, empathy, relational engagement, and a consistent focus on the well-being of faculty, staff, and students. Participants emphasized the importance of trust, transparency, and adaptability in maintaining continuity and supporting institutional operations. Leadership practices grounded in service and ethical responsibility were described as central to fostering stability amid uncertainty. In-depth interviews were conducted to explore servant leadership principles demonstrated firsthand. This study contributes to the field of organizational leadership by demonstrating how servant leadership can serve as a viable and effective approach to crisis leadership in higher education. The findings highlight the value of people-centered leadership practices in sustaining organizational resilience and offer insights for leaders navigating future crises.

Keywords: COVID-19 Pandemic, Crisis Leadership, Higher Education Administration, Organizational Resilience, Organizational Stability, Servant

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