A team of external consultants utilized short term intervention techniques with a community college division chairperson in order to enhance the chairperson's managerial effectiveness, reflected in terms of improved listening, group facilitation, issue or decision-making focus in group settings, and statements of his personal position on issues. A survey of division faculty members was used to obtain a measurement of the organization and the leadership style of the chairperson. Results of the survey were fed back to the chairperson and members of the division through a series of departmental and division-wide meetings, thereby providing a basis for identifying problem areas and for developing action plans according to a set of internally identified priorities. Subsequent to implementation of various action plans, a post-measurement of the organization and the chairperson and interviews with selected division members were made, with positive changes noted in the leadership behavior of the division chairperson. Although the changes were not found to be statistically significant, it was noted that short term interventions were effective and that additional organizational change occurred as various individuals within the division modeled some of the facilitative and problem-solving skills introduced in group meetings. A bibliography and selected interview excerpts are appended. (JDS)