This study examines the dynamics of collaborative work that promote leadership as an outcome of team processes. Through an in-depth exploration of a community college that developed an organizational model of shared leadership over a period of seven months, this study aims to contribute to our qualitative understanding of how a vision of shared leadership takes shape amongst the members of an academic organization, and what conditions make this development possible. A diverse team representative of the college's community constructed a vision of shared leadership through interrelated processes that allowed them to collect, synthesize, transform, and internalize knowledge of themselves, the institution, and leadership and to develop a model of shared decision-making for their college. The model itself emerged as the outcome of their collaboration. A set of conditions made this possible including shared commitment to the organization's core values, coordinated teamwork and teambuilding processes, empowerment of all team members, and commitment to learning.