This study explores how aesthetic decisions influence community college presidents. Aesthetic choices communicate powerful messages (McArdle-Clinton, 2008). These messages influence a campus community, affecting access, cost, decision, and equity (Bouillard & Deslandes, 2015; Connor & Schrecker, 2010; Fairclough, 1995; James, 2013). These displays then create messages of power to faculty, staff, students and the public. The increasingly corporate aesthetic of the community college presidency perpetuates itself as the campus learns, mimics and adopts these behaviors as normal (Cadambi, 2016; Haskins, 2012). Using Portraiture (Lawrence-Lightfoot & Davis, 1997) and Goffman's Impression Management Theory (1959), this study examines how community college presidents utilize their aesthetic brands to govern their institutions, balancing corporate and public good aesthetics. The study highlights different leadership styles, or brands, showing how each contributes to a positive institutional environment. Authenticity emerged as a key trait for effective leadership, with emotional intelligence being crucial for navigating interpersonal dynamics and fostering inclusive cultures (Goleman et al., 2002; Gardner & Fischer, 2016). The research underscores the need for further studies on emotional intelligence in community college leadership and its impact on institutional outcomes. By understanding the interplay between corporate and public good aesthetics, community college presidents can better fulfill their dual mandates, leading their institutions toward financial sustainability and societal impact (Eddy, 2010; Gardner & Fischer, 2016). [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.]