Irrespective of the nature, mission, location, or configuration of the community college, some overarching principles and considerations are common to an effective CEO-board relationship. This book clarifies the dynamics and challenges of this leadership partnership. Above all, it is an insightful and practical guide to the best practices that CEOs and boards should consider and the pitfalls they should avoid in dealing with hiring and evaluating CEOs, balancing responsibility, and communicating. The table of contents begins with: a List of Lessons Learned; the Foreword; a Preface and Acknowledgments; and continues with nine chapters titled: (1) Introduction; (2) Definitions and Structure; (3) Responsibilities; (4) Appointments and Elections; (5) Orientation and Development; (6) Addressing Relationship Malfunctions; (7) Communications; (8) Termination of a CEO's Employment; and (9) Conclusion. The following are appended: (1) Sample Policy Statements for the Evaluation of CEOs and Boards; (2) Sample CEO Evaluation Instrument; (3) Sample Self-Evaluation Instrument for Boards; (4) Sample Code of Ethics for CEOs and Boards; and (5) Matching CEO and Board Expectations. An About the Author section and an Index is included.