The author reviews the literature on leadership models for academic institutions and presents the results of an in-depth case study that focused on the participatory leadership environment at an urban community college. Using interviews, document analysis, observations at campus activities, and an analysis of the physical environment, the author gathered data over a six-month period that included interviews with 24 faculty and 12 administrators selected using sequential sampling strategy. This report summarizes the categorical and componential analysis of the faculty interviews, which revealed multiple personal definitions of leadership and multiple views of campus leadership. Those interviewed provided evidence that the participatory model had not overcome a singularly defined view of leadership: Faculty identified fit or alignment issues, silencing of divergent viewpoints, and organizational miscommunication.
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