This qualitative study explores the unique characteristics of a multi-campus community college system and how the organizational structure and associated operating norms can impact the perception and execution of critical leadership competencies. To date, limited research has addressed the unique nature of the multi-campus environment. The data from this exploratory study support and expand on the findings of existing research. The significance of the study is that the increased need and demand for education and vocational training at the community colleges is colliding with a projected shortage of leaders. Because of their wide-ranging missions, different populations served, and the size of the institutions, it is understood that not all community colleges are the same. While generalization in leadership development plans cannot be avoided to some extent, one size does not fit all. In order to increase the ability to prepare future leaders for growth and success in a particular environment, individual districts need to become self-reflective and purposeful in determining how to best address the needs within their own system. This research offers insight into that quest by offering perspectives of how multi-campus community college structures impact the mid-level leader's perception and execution of the American Association of Community Colleges competencies. Specifically, the investigation identified the characteristics of those competencies that are unique to the multi-campus environment. Determining how current and past leaders perceive the competencies and how to best execute those skills for effective leadership in their respective organizational structure will enable leadership development programs to more accurately support efforts to ensure that future community college administrators meet the challenges they will predictably face.