Leadership, as it is practiced today in community colleges, has taken three brilliant ideas to excess and made them into guiding ideologies. The first is "growth," a means for gauging organizational legitimacy and success that has eclipsed other means. The second is "complexity," which has gained acceptance as a structural necessity for managing mission sprawl. The third is "effectiveness," which has become an end in itself rather than a tool for enhancing performance. Each of these ideas began as a solution to a pressing problem--how to create more value for more people. Over time, institutions and leaders have clung to this philosophy, but the makeup of the problem has changed. Resources and capacity are no longer adequate to support growth. This mismatch has caused problems of such urgency that leaders and stakeholders alike are beginning to ask questions about the community college business model. The objective of this chapter is to question and rethink foundational principles for leadership in today's community colleges. The chapter begins by examining the changing context for leadership. Forces outside of colleges that demand new skills and competencies are described along with runaway ideologies that shackle leaders by limiting their creativity. Among the skill sets that future leaders will need are an understanding of abundance and a capability for leveraging. Abundance, a state achieved by an institution when its resources are leveraged to a level beyond reasonable expectation, will be a hallmark of high-performing institutions in a postrecessionary economy. Leveraging, the achievement of increasingly positive outcomes with increasingly meager resources, will be a capability that leaders must have to get the most out of institutions with austere resources.