This study examined how academic library deans and directors make sense of the experience of leading through the COVID-19 pandemic. Adaptive leadership served as a theoretical framework. Semi-structured interviews were conducted with ten academic library leaders from a variety of institutional contexts. Transcripts were analyzed using Interpretive Phenomenological Analysis (IPA) to identify superordinate and emergent themes. The subsequent findings were that (1) the COVID-19 outbreak was an unprecedented challenge that continues to impact higher education institutions (HEIs) and academic libraries, (2) academic library deans and directors have limited autonomy in how they enact their library's role on campus due to their place in the organizational structure and administrative hierarchy, (3) leading through a crisis can impact a leader's practice of and approach to leadership as well as their physical and emotional well-being, and (4) some of the principles of adaptive leadership proved effective in meeting the challenges of COVID-19 in academic libraries. Recommendations for academic library deans and directors include the importance of ensuring that library plans, services, and resources are aligned with institutional priorities and that library personnel at all levels are engaged in the development and implementation of solutions to challenges confronting the library. Institutional leaders, meanwhile, should provide support for mid-level administrators in developing their leadership capacity and work with library leaders to clearly articulate the library's role within the institution. Higher education leaders at all levels should encourage, practice, and model self-care. [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://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]