In this study, the organizational intelligence model (OI model) was used as a theoretical framework to explore strategic factors (leadership, strategy, and culture) and several hypothesized variables that influence employee engagement as a proxy for improving individual and institutional effectiveness (Falletta & Combs, 2018). A single case study design and instrumental approach were used to explore 11 variables depicted in this model, with eight AB Community College (ABCC) leaders to conceptualize and refine the variable descriptions in the OI model. More importantly, this study presents preliminary results and support for the OI model's validity and applicability for ABCC. This case study explored three research questions: (a) What models, frameworks, or tools do community college leaders use to assess institutional dynamics, effectiveness, and change? (b) How do community college leaders characterize the factors and variables depicted in the OI model, and which factors are considered the most critical or challenging in the AB Community College environment? (c) How important is the emerging and evolving concept of employee engagement for community colleges? These questions were designed based on three streams of research that framed the exploration of the research questions. The first stream reviewed the implications of strategic factors (i.e., the relationship between leadership, strategy, and culture). The second stream considered the effects of employee engagement and its antecedents (i.e., drivers), and the third stream focused on institutional effectiveness and change. The results of this study indicated that a variety of tools are used but student success metrics--particularly retention and graduation rates--were the most important effectiveness and change indicators. Leadership was regarded as another important factor, and culture was described as dependent on leadership influence. Strategy was also described as dependent on leadership decisions regarding underlying principles and collaborative practices. Optimal leadership was described in a manner consistent with the transformational leadership model, particularly in relation to setting and presenting a clear vision and goals, empowering employees, and leading by example. Employee engagement was regarded as critical because of its influence on student success. However, the meaning of employee engagement as a multi-dimensional concept in the context of human resource and talent management was not fully understood by participants. [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.]