This qualitative descriptive study examines and evaluates an internal, grow-your-own, community college leadership development program. Participants in a community college leadership development program self-reported their leadership knowledge, attitudes, and practices (KAP) before, during, and after participation in the program. Study participants reported growth and evolution of their own leadership KAP as a result of their participation in the program. The study concluded that experiences result in growth of KAP and that environment impacts leadership development. Participants also expressed strong support of the leadership development program as a means of providing leadership growth, and they evaluated the program's impact on the community college district, its employees, and on themselves. They also offered suggestions for program improvement. The conceptual framework used to inform this study combines Kolb's (1984) experiential learning theory and Bronfenbrenner's (1979) ecological systems theory. The study's framework posits that participants in a community college leadership development program learn through a cycle of styles in which participants indicate that they accumulate experiences, examine and contemplate experiences, generate knowledge and attitudes, and apply knowledge and attitudes to practice. Transcribed, parsed, and coded telephone interviews formed the base structure of the research design to collect the data for this analysis. This study suggests that participants' experiential learning is simultaneously enhanced through interaction within four environmental layers adapted from Bronfenbrenner: self, workplace, organization, and macroenvironment. A better understanding of the efficacy of community college leadership development is important now as institutions experience a growing number of retirements among community college chancellors, presidents, vice presidents, and other executives. Community college professional development organizations join the literature to call attention to the need for community college leadership development programs. Little is incorporated in the literature, however, regarding the evaluation of such programs. This dissertation addresses that gap in the literature. [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.]