- Article
The COVID-19 pandemic created unprecedented challenges for higher education institutions, requiring university leaders to make rapid decisions under conditions of uncertainty while maintaining organisational continuity and supporting staff and students. This exploratory qualitative study examines the perceptions of senior academics and high-level administrators regarding leadership practices perceived as effective during the pandemic. Data were collected through semi-structured interviews with nine participants from three universities in Cyprus, Greece and Spain. The interview data were analysed using an inductive thematic approach informed by constant comparison. The analysis identified three interconnected dimensions of perceived effective university crisis leadership: (a) Adaptive Crisis Leadership and Governance, (b) Strategic Communication and Stakeholder Engagement, and (c) People-centred Leadership and Organisational Values. The findings suggest that university crisis leadership can be understood as an organisational and relational process involving formal governance, distributed expertise, communication networks, stakeholder relationships and shared values. The study highlights the importance of developing adaptive organisational capacity, participatory communication systems and leadership development initiatives that integrate technical, relational, ethical and emotional competencies. These findings offer insights into how higher education institutions may strengthen their preparedness for future crises.
13 November 2026





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