Today, many colleges and universities, both public and private, are in serious financial straits. What kind of leaders then are needed in this challenging higher-education environment? The Association of Governing Boards of Universities and Colleges issued a report a couple years ago that introduced the concept of "Integral Leadership." The report described integral leadership as "...fulfilling the multiple, disparate strands of executive responsibility and [conceiving them] as parts of a coherent whole." Such leadership requires both left-brain thinking (which involves analytical skills) and right-brain thinking (which is more intuitive, inventive, and holistic) if presidents are to weave the seemingly disparate strands of their responsibilities into a "coherent whole." In this article, the author discusses the challenges to integral leadership. She also discusses what presidents and boards can do to promote integral leadership.