This study examines the role of community college presidents as the two-year institution faces changing and expanding issues and challenges. The author argues that the community college president must be adept at assembling a leadership team if he/she is going to be an effective administrator. The study utilized a cross-sectional design and collected data using a mailed survey. The author randomly selected 300 community college presidents from a target population of 463 presidents of stand-alone campuses that are members of the American Association of Community Colleges (AACC) and which have governing boards. A total of 124 presidents agreed to participate in the study, representing 31% of the target population and 47% of the random sample. The 119 usable surveys represented 26% of the target population and 40% of the random sample. The survey asked seven questions regarding temperament type. The author concludes that the study: (1) establishes that there are statistical differences in how the four temperaments rate their competence; (2) confirms Roberts' and Macdaid's temperament distributions for college presidents; (3) reasonably establishes the representatives of the study sample from which conclusions may be drawn; and (4) provides a springboard from which other such studies can be generated. Appended are the Situational Temperament Sorter, the leaderships Competencies Assessment Instrument, and letters of invitation and instruction. (Contains 53 references.) (NB)