The purpose of this qualitative case study was to investigate how participation in a leadership training program facilitated the development and practice of the eight core values of the social change model of leadership development in college students. The study included three directors and 15 students from different ethnicities, and both genders from a small private Christian university in the Deep South. Research questions focused on student perceptions of how they had developed the skills outlined in the social change model of leadership and how others perceived the students practiced these skills in roles as leaders. Students completed the Socially Responsible Leadership Scale-Revision 2 (SRLS-R2) to reveal the depth at which they perceived they embodied socially responsible leadership. Interviews allowed study participants to elaborate on the leadership activities at the college and expound upon the eight core values of the Social Change Model (SCM). Survey results revealed that students perceived they possessed five out of eight of the core values with a mean rating of 4 or higher. "Commitment" (4.75) received the highest mean score. "Change" received the lowest mean score (3.56). Students stated that the project-based nature of the program, retreat opportunities, team-building activities, and working with people who used different thought processes assisted with their growth as a socially responsible leader. Director interviews revealed how students from the leadership training program demonstrated socially responsible leadership in the organizations where they had served as leaders. [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.]