Community colleges are in the midst of a myriad of challenges; sustainability, productivity, leadership turnover and transition. The community college president must become a change agent and exemplify model leadership behavior in an effort to deal with all challenges while continuing to evolve the institution, provide exemplary education and opportunity to students, and achieving the institutional mission. The purpose of this study is to evaluate the role and leadership behavior of the community college president, the leadership ability and relationship between the president and the senior management team, and provide guidance in leadership ability to contend with challenges and achieve the institutional mission and vision. This study will focus on the utilization of transformational leadership theory via the president in managing and collaborating with the senior management team. The use of transformational leadership theory will yield effective AACC leadership competencies within the senior management team to undoubtedly connect the vision of the community college. [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/en-US/products/dissertations/individuals.shtml.]