Numerous studies have examined the determinant strategic elements that affect the performance of organizations. These studies have increasing relevance to community colleges because of the accelerating pace of change in enrollment, resource availability, leadership turnover, and demand for service that these institutions are experiencing. The increasing turbulence of the community college environment is eradicating the managerial gap between not-for-profit organizations and traditional for-profit enterprises (Bryson, 1995). Recognizing these environmental changes, community college leaders are finding it necessary to update their strategic plans in order to better respond to the level and pace of environmental turbulence. Several studies have concluded that the level of environmental turbulence, managerial capabilities, and stakeholder identification are key determinants of organizational performance (Andrews, 1980; Ansoff, Antoniou, & Lewis, 2004; Ansoff & McDonnell, 1990; Chandler, 1972; Hofer & Schendel, 1978; Johnson & Scholes, 2002; Nutt & Backoff, 1992; Steiner, 1969). These studies suggest that community colleges are operating in turbulent environments where enrollment growth coupled with resource decline is resulting in the need for tough strategic decision-making. The complexity of this decision-making is compounded by conflicting expectations of multiple stakeholders. This study compared the ranking of various elements of environmental turbulence by community college leaders and key stakeholders. The identified gaps can be useful for appropriate leadership capacity at various community colleges. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]