Four papers are presented in this research report. Cooke and Tannenbaum present the theoretical background, methodology, and results of a study exploring the relation of formal and informal participation to the distribution of control in community colleges. Data, collected from students, faculty, and administrators of five "formally participative" and five "formally non-participative" community colleges, suggest that faculty members and administrators perceived a more equalized distribution of control in the formally participative colleges, but these persons did not report a higher level of control. Cooke and Cardoze focus on distinct domains of decision-making influence (technical and managerial) using data analyses on both the individual and organization levels. It is concluded that formal participation provides only one of many bases for increasing the influence of members. Peterson considers teachers' leadership behaviors as they are affected by the participativeness of the community college as an organization. Tannenbaum and others present data on management styles, institutional standards and procedures, and interpersonal relations collected from questionnaires given to students, faculty, and administrators in 10 colleges. Guidelines for use of the data for problem-solving within participative structures are given. Appendices contain the survey forms. (MB)