Focusing on the process by which community college leaders influence and manage their institutions, this monograph presents the Core Values Model, an organizational design that shows the interaction of three main elements: external forces, college systems and processes, and outcomes. A brief introduction describes the model, asserting that external forces drive leaders, leaders in turn develop systems to produce individual and group responses, and these responses produce outcomes and accountability data. The three components of the model are then described, beginning with the "drivers," or the external environment and college leadership. Next, systems and processes commonly affected by leaders are discussed, including college mission and educational strategies, the college culture, and information technology systems. Two types of outcomes (i.e., responses to leaders' systems and accountability data) are described, highlighting issues and techniques for achieving adequate responses within the college community. Change strategies employed by 10 community colleges are briefly described: Alabama Southern Community College, Colorado's Community College of Denver, Hazard Community College (Kentucky), James Sprunt Community College (South Carolina), Texas' Laredo Community College, Macomb Community College (Michigan), Florida's Miami-Dade Community College, Midlands Technical College (South Carolina), Palomar College (California), and California's Santa Barbara City College. Finally, an overview of strategies used by colleges and recommendations for implementing best practices are presented. Contains 19 references. (BCY)