In this qualitative case study, we offer an insider's perspective on the selection and socialization processes of an academic leader. The primary method of data collection was through a series of interviews with the candidate over a five-year period. Analysis drew from an organizational socialization model devised by Saks and Ashforth, which specifies individual actions and organization influences. Our findings indicated how an individual can act independently as well as be shaped by the organization and professional affiliations. Beyond the model, however, we found that the political dynamics in the case must be factored into how socialization occurs. These findings suggest ways to think about professional development for higher education leadership.