Senior leaders of rural community colleges are presented with many challenges that affect the current operation of their college as they attempt to also address the future of the college towards efficiency and growth. In response, rural community colleges require a dual approach that balances the exploitation of learning from the past while also exploring breakthrough innovation and future opportunities. The purpose of this instrumental single case study, guided by action research, was designed to understand ways in which senior leaders balance relevancy and sustainability within the context of a rural community college. The study used a purposive sample of six senior leaders at a rural community college located in Arizona. An action research approach allowed this researcher to be at the center of the research to fully examine, reflect and revise the study within the boundaries of this single case study. Organizational ambidexterity was used as the conceptual framework for this study. The theory of organizational ambidexterity suggests that in order for organizations to prosper in the present and future, senior leaders must balance competing dimensions of exploration and exploitation within their organizational structure. For the purposes of this study, exploration was described as relevancy, and exploitation was referred to as sustainability. Key findings from the research study were broken up into three sections. The first examination into rural community college scholarship compared the characteristics of rural community colleges to the research site. Secondly, the researcher's definitions and descriptions of sustainability and relevancy were illustrated. Sustainability was defined as maintaining a perpetual operation of the college with one sub-themes of strategic measures. Relevancy was defined by senior leaders as meeting students' needs through the student life cycle which was broken down into four unique phases: Enrollment, Engagement, Alignment, and Completion. Lastly, senior leaders were described as achieving ambidexterity at the research site using 4 tensions identified in the OA literature: Integration, dynamic, external, and Individual. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]