| In the summer of 2018 at a mid-level northwestern university, a new university president transitionedinto the role ofthe institutionalleader.The strategic restructuring began shortly after the President was hired. The nature of change itself within aninstitutioncan be challenging,forsenior leaderswhoremainedatthe institutionafter the new President transitions intooffice, there werea variety ofresponses tochange.The purpose of this basic qualitative studywas to interview, observe, and report ontheimpact the change in leadership hadonan institutions culture as observedbysenior leaders.This was an exploratorystudy to help find the common meaning of senior leaderslived experiences after the transition of a new President. In-person semi-structured interviews with senior leaders in various colleges, departmentsand roleswithin the university providedthe qualitative elementof the research.Scheinand Schein’s(2017)modelfor assessing culture and leading planned changeand the Kubler-RossChange Curve werethe guides for the theoretical and conceptual framework.Keywords: Change management, culture, emotional reactions, organization adaptation, experiences, strategic restructuring, resource optimization, stakeholders, sub-culture. |