This paper presents a case study of the issues facing a hypothetical university that is attempting to devise and implement a multicultural core curriculum. It focuses on the actions of the chair of the Academic Affairs Council of the university, who must work with the Council and the Faculty Senate to develop the core curriculum. After allowing faculty representatives from a number of minority groups to have input on the curriculum change, the Council voted to add two new categories of courses to the core curriculum to meet the multicultural requirement. To the chairman's surprise, the faculty senate approves the measure by only a narrow margin after heated debate. A groundswell of protest to the move arises from many students, faculty, parents, and alumni of the conservative institution. The president of the university then threatens to veto the curriculum change, an unprecedented move. After presenting the case, the paper analyzes the chairman's leadership skills, criticizing his unwillingness to foster a truly participatory, open atmosphere before, during, and after the decision-making process. Specific actions that the chairman took are examined, along with alternatives that would have allowed the decision-making process to work more effectively. (MDM)