This phenomenological qualitative research aimed to examine transformational leadership practices that cultivate an affirmative school culture amid post-traumatic events such as COVID-19. The study explored the extent to which crisis management was incorporated within the school safety plan. This research was grounded in two theoretical frameworks, Bridges' (2009) Transition Model and Scharmer's (2017) Theory U, focusing on the social-emotional effects of change throughout the public health crisis. Educational leaders in the Northeastern region of the United States were interviewed. The research gathered the participant's perception of a school's culture and crisis management as a public health crisis disrupted traditional instruction and leadership.The study found that cultivating collaborative relationships rooted in shared vision and trust was fundamental to creating an affirmative school culture. Additionally, the study revealed the significance of creating culturally responsive school safety plans grounded in the historical context of the community's shared lived experiences. Finally, the research highlights how the COVID-19 global pandemic presented an opportunity for educational leaders and stakeholders to develop culturally responsive support systems and structures, which created learning partnerships. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]