ABSTRACT
This case explores the connection between situational leadership, Schlossberg’s transition theory, adult learning theory, and the applicability of these theoretical frames to institutional change within the context of higher education. Drawing from leadership theories, Hersey et al. (2001) posit that leadership is a process; leadership is situational and often shifts based on the internal and external environments. Additionally, Schlossberg’s transition theory defines any event or non-event that results in transitions or changes. This case views how external environmental factors (e.g., demographic shifts, economic challenges, global pandemic) impact the internal environment (e.g., stakeholders, academic programs, culture, and fiscal condition) at a private college in Ohio and transform its culture and approach to doing business in pursuit of a sustainable future. Adult learning theory addresses how non-traditional adult learners (NALs) engage and learn in different learning environments. Readers will participate in this case and have specific roles, provide feedback, and offer recommendations to support decisions around the need to offer academic and student services for NALs during and post-pandemic.
