▼ The purpose of this study was to explore the relationship between self-perceived presidential leadership style and level of faculty satisfaction with shared governance in community colleges. Using seven institutions from a state in the South Atlantic Region of the U.S., the researcher used the Four Frame Approach to Leadership created by Bolman and Deal (1984, 1991, 1993, 1997, & 2003) to allow presidents to self-identify their leadership style as one of four types: Political, Symbolic, Structural, or Human Resource. The researcher then utilized the Indicators of Sound Governance (ISG) survey created by Ramo (1998, 2001) to evaluate the level of faculty satisfaction with shared governance based on the seven constructs that comprise the ISG. Data analysis indicated that the level of faculty satisfaction with shared governance varied by institution. One institution reported the level of faculty satisfaction with shared governance as "very satisfied," four institutions indicated "satisfied," while two indicated the level of faculty satisfaction with shared governance was "neutral." The data also showed that the presidents self-identified their leadership style as one of three types: Political, Human Resource, and Symbolic. Two presidents self-identified their leadership style as Political, three presidents self-identified their leadership style as Symbolic, one president self-identified his leadership style as Human Resource, and one president self-identified her leadership style as Structural. The researcher then used analysis of variance (ANOVA) to explore the statistical significance of the differences in the level of faculty satisfaction with shared governance by institution. The results indicated statistically significant differences between several institutions. The researcher then used ANOVA to explore the relationship between self-perceived presidential leadership style and level of faculty satisfaction with shared governance at each institution. The ANOVA results indicated a statistically significant difference between presidents that self-identified their leadership style as Political and Structural, Political and Symbolic, and Structural and Symbolic. Specifically, the results indicated that presidents from this study that self-perceived their leadership style as Symbolic had a higher level of faculty satisfaction with shared governance at their institution. Advisors/Committee Members: Horton, David.