The purpose of this investigation was to explore the leadership of community college department chairs and the job satisfaction of the faculty in community colleges. There appears to be a leadership crisis in higher education that has resulted from the complexity of the leaders' roles. The goal of this study was to investigate the leadership style of the department chairs in one community college and to research the satisfaction levels of the faculty at the community college to determine if indeed the leaders who demonstrate the characteristics of transformational leadership have followers who are more satisfied with their job. Leadership style surveys were distributed to each department chair and each faculty member on the campus and job satisfaction surveys will be distributed to each faculty member. Eight two-tailed, null hypotheses were tested at the .05 level of significance, addressing the eight research questions of the study. The Pearson correlation, two-sample t test, and ANOVA tests were used. There were non-significant correlations and outcomes that suggested directional propensities or tendencies among the variables. Although the literature indicated that higher order leadership skills such as transformational leadership should have been associated with greater job satisfaction among leaders and workers, the findings of this study did not confirm and even implied a possible reversal of the notion that transformational leadership led to greater job satisfaction. The relationship determined between leadership style and effectiveness of department chairs in a community college setting and faculty job satisfaction were an anomaly in this situation when contrasted to previous studies for other types of institutions. Faculty job satisfaction in this instance was not enhanced by department chairs practicing transformational leadership styles in the community college setting.