Rural Ilinois Community College Presidents' Response to COVID-19

The emergence of the COVID-19 global pandemic had a prolonged and comprehensive
impact on executive leaders across all levels of higher education. This research study aimed to
shed light on the lived experiences of eight rural Illinois community college presidents during
the first year of the COVID-19 pandemic. The purpose of this research was to identify and
understand leadership experiences and competencies that emerged at the intersectionality of
where normal operations and situations of prolonged crisis converged. The methodology for
this descriptive research study was a phenomenological qualitative research design aimed at
gaining an understanding of the lived experiences of eight rural Illinois community college
presidents selected from a purposive sample across two Illinois Community College Board peer
groups.
The data collection for this study utilized in-depth interviews, which were coded for
themes centered on leadership competencies that emerged during the prolonged crisis. By
examining the lived experiences of eight rural community college presidents, the researchers
were able to identify six key findings that highlight the importance of prior training and access
to a diverse set of fiscal, technological, and human resources critical to adaptive leadership
during periods of crisis response for rural institutions. Other findings highlighted components of
decision-making during crisis response spotlighting safety, communication, and institutional
climate. Additionally, the work-life balance along with the social-emotional response of the
leader played key roles in a leader’s ability to adapt during periods of prolonged crisis. These
findings indicate the need for bolstered financial and technological resources for leaders in
rural-serving districts, along with clear communication from external resources to help support
the leader with the decisions throughout the duration of a prolonged crisis. Other
considerations for leaders include the well-being of stakeholders, effective communication
strategies, and the need for close engagement with boards and other community stakeholders.