Emblematic of democratic principles and composed of diverse people and cultures, the California community colleges are a confederation of 114 accredited campuses. Accreditation is a quality assurance conventionalism reflective of American values and ideologies and provides a stamp of approval to ensure public confidence in the virtues of the nation's tertiary educational institutions. As a forward-looking process, accreditation embraces the roles of governing boards and chief executive officers with their responsibilities to their constituencies, the application of data-driven decision making and utilization of resources, the importance of academic freedom and participatory planning, the delivery of quality and rigorous general education in the curriculum, and the opportunity for student development and success. While many California community colleges have struggled to maintain their accreditation, one college experienced the harrowing singularity of losing its accreditation. In an unprecedented peripeteia, the college earned its accreditation again after twelve years. Whether a consonance between faculty and administrative leadership in a culture of reclaimed trust correlates with regaining accreditation is the subject of this study. In this descriptive/correlational research design, leadership practices are treated as independent variables and campus culture is treated as a dependent variable to explore whether leadership practices and perceptions configure campus culture. In this study, the administration's self-reported leadership behaviors and the faculty's perceptions of leadership behaviors by the president, senior administrators, and their own faculty leaders are investigated using Kouzes and Posner's Leadership Practices Inventory (LPI) and the Five Practices of Exemplary Leadership (Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart). To examine the campus's culture, Wagner's School Culture Triage Survey (SCTS) was used to measure the degree to which three culture behaviors (Professional Collaboration, Affiliative Collegiality, and Self-Determination/Efficacy) are present. Implications and recommendations for leadership practices and campus culture and future research are discussed. [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.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]