Studies suggest the COVID-19 pandemic disproportionately impacted women. Related research and literature suggest leadership approaches commonly associated with women are more effective during crises, a notion that we sought to explore in this study. This investigation explored how senior women leaders in the UK Higher Education exhibited leadership during the pandemic, whether their approaches had changed during this time and the impact leading during this period had on them. The research used semi-structured interviews with six women senior leaders to uncover insights into their lived experiences. Findings show while their fundamental leadership styles did not change, all participants exhibited situational approaches with higher levels of distributed leadership than pre-pandemic. In several instances, their perception was this was based on gendered differences in their leadership approaches, probably developed because of their socialisation as women. The pressures on participants during the pandemic had a significant personal toll, with this period being articulated as the most difficult in their careers. Peer-to-peer networks functioned as critical support mechanisms for these women leaders. The greatest emergent stressor, however, was government policy changes unrelated to COVID-19 which participants considered would have greater long-term impact and served to destabilise higher education at an already difficult time.