Historically Black colleges and universities (HBCUs) in the United States, particularly small HBCUs, are no strangers to crises and unforeseen challenges. Through various challenges, including financial instability, low student enrollment, and accreditation challenges and crises--many beyond leadership's control--most HBCUs have been able to weather the storm and endure. However, the global COVID-19 pandemic created a significantly unique and organizational-changing experience for these institutions and extraordinary lived experiences for those who served in leadership roles at the institutions during the pandemic. They were dealing with a completely novel, complex, and uncertain situation for which they lacked direct experience, knowledge, and prepared documentation and guidelines. This qualitative phenomenological study examines these leadership experiences and uses complexity leadership, crisis leadership, and HBCU identity as the components of the conceptual framework to guide the research and the critical incident technique as the data collection method. Research findings indicate that HBCU administrators employed leadership styles and behaviors that empowered and fostered autonomy, enabled creativity and innovation at all levels within the organization, and focused on meeting the needs of others. [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.]