An argument is presented that "leadership metanoia," (i.e., a fundamental shift of mind in relation to leadership) has recently taken hold in many parts of the country, with implications for leadership development at Lorain Community College (LCC) in Ohio. The first section of the paper reviews the work of the six behavioral scientists who exerted the principal influences on the teaching of leadership in 1969, suggesting that the confluence of behavior theory with the advent of the information age and international competition has created the impetus for new management styles. This section argues that successful leaders focus on augmenting traditional cognitive learning with affective learning. The second section discusses problems in defining leadership, describing basic assumptions about, and identifying important characteristics of successful leaders. This section describes the good leader as having great faith in, and respect for people; having the ability to allow for new means to be introduced to reach a particular end; and having the ability to disagree with an idea rather than a person. The third section describes themes emerging from "leadership metanoia" that are germane to institutions such as LCC, including the trend toward nonauthoritarian organizational structures; a growing commitment to a customer-orientation; and the adoption of a continuous improvement ethos. The final section discusses the challenges of applying "leadership metanoia" at LCC, which include developing a personal leadership philosophy, an organizational culture analysis, and a collective vision for the 1990s. (GFW)