This qualitative study explored the decision-making processes of 13 diverse Chancellors, President/Superintendents, and Presidents from California community colleges during the COVID-19 pandemic, focusing on how they navigated campus closures, the return to in-person work, and what or who influenced their decisions. Through interviews, three main themes emerged: the strategies for managing campus closures and transitions to remote learning, the complexities of returning to in-person operations, and the profound emotional and physical toll on leaders. The study highlights the leaders' initial underestimation of the pandemic, the rapid shift to remote operations, the significant role of emergency executive power, the influence employee unions had in decision-making, and how stress and trauma impacted their decisions during the pandemic and afterward. This research underscores the importance of flexibility, stakeholder engagement, and self-care during crisis management, offering insights into the challenges and adaptability of leadership in unprecedented times. [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.]