While niche colleges and universities have upheld principles of environmental sustainability for several decades, mainstream institutions of higher learning only more recently have begun to embrace a "green ethos" on campus. The exact nature of these initiatives may vary but tends to fall into four categories: (a) a general infusion of green concepts throughout the curriculum, (b) a focus on workforce development and preparation for green jobs, (c) research and development related to renewable energies, and (d) promotion of environmental principles in the operation and facilities of the campus. This study selects two U.S. public research universities and two U.S. community colleges that have achieved acknowledged success in all or most of these four categories. It then analyzes the internal organizational structures, leadership behaviors and the initiatives that brought this transformation forth, particularly in regard to teaching and learning, research and development, and the on-campus modeling of sustainability. Existing studies show the many successful initiatives by institutions of higher learning, but leave a gap in relation to the institution-wide strategies and organizational leadership behaviors that facilitate comprehensive environmental change. This study focuses particularly on the behaviors of successful higher education leadership in implementing sustainability within a particular college or university. It also recommends multiple strategies that leadership can employ to overcome obstacles and create significant institutional achievement in the area of sustainability. [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://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]