Directors of disability services at universities play a key role in assuring the success of students with disabilities. Yet, there are few published empirical studies detailing the leadership style and approach of these directors. My research addresses the importance of understanding the work of the directors of disability services at universities and addresses the gap in the research. In performing this research study, I interviewed directors of disability services on university campuses to gain perspectives on their leadership style and how they applied that style to support students with disabilities during the COVID-19 pandemic. My motivation as a researcher was due to a lack of research on directors of disability services leadership styles. And to see how the directors leadership style assisted students with disabilities during the switch to online course instruction during the COVID-19 pandemic. I created a semi-structured interview protocol with questions aligned with my research questions. Using a phenomenological approach, I interviewed six directors of disability services located on university campuses in the south-central United States. I used a combination of a-priori and emerging coding to analyze my data. My analysis revealed that most directors showed tendencies toward a servant leadership style. The implications of my research showed that a servant leadership style might not always make the best leader because can they be viewed as leaders if they are seeking input from others to make decisions. Overall, if directors did not lead and delegate during the COVID-19 pandemic, the students they serve would not be successful. [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.]