Community colleges are constantly challenged to find new ways to meet the needs of multiple constituents. One strategy becoming more popular in addressing these pressing needs is partnerships and other forms of organizational collaboration, consortia, and networks. Partnerships can allow for resource sharing, creation of joint educational programs, technology enhancements, and workforce preparation. Expanded use of such collaborations leads to a greater need for people throughout the college to understand the nature of partnerships and the leadership required to effectively develop and sustain them. Although these relationships may be sanctioned or initiated by college presidents, they are found throughout the college, with some personnel playing leadership roles. They may be defined as cross-unit or cross-institution, cross-town or cross-region, and even cross-country (or international). This article explores the kinds of thinking and skills required of community college leaders to engage in effective partnerships and discusses factors that affect the ongoing success of the collaborations. It considers differences tied to partnership type and leadership position.