In the summer of 2018 at a mid-level northwestern university, a new university president transitioned into the role of the institutional leader. The strategic restructuring began shortly after the President was hired. The nature of change itself within an institution can be challenging, for senior leaders who remained at the institution after the new President transitions into office, there were a variety of responses to change. The purpose of this basic qualitative study was to interview, observe, and report on the impact the change in leadership had on an institutions culture as observed by senior leaders. This was an exploratory study to help find the common meaning of senior leaders lived experiences after the transition of a new President. In-person semi-structured interviews with senior leaders in various colleges, departments and roles within the university provided the qualitative element of the research. Schein and Schein's (2017) model for assessing culture and leading planned change and the Kubler-Ross Change Curve were the guides for the theoretical and conceptual framework. [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.]