This qualitative study examined the perceived impact of the president on organizational change at five community colleges in one state, and is part of a multiple case study which is addressing organizational change in community colleges. The methodology for the study was based on the literature of organizational change which suggests four constructs: change in the organizational paradigm, where underlying assumptions of participants have changed; change in organizational mission and purpose; change in organizational culture; and change in functional processes such as organizational structures, managerial practices, technology, decision making, and communications. Data collection and analysis involved interviews with presidents, administrators, faculty, and support staff; questionnaires; group meetings; and documents. The study found that community college presidents were seen to "make a difference," with the greatest influence being perceived during periods of leadership succession. Organizational changes attributed to presidents are summarized in two tables: the first covers data obtained during interviews and the second summarizes data obtained from the questionnaires. (Contains 33 references.) (CH)