Social Network Analysis has been posited as a useful technique to determine if leadership development programs are an effective intervention in developing social ties and enhancing connectivity among leaders in an organization. Evaluations can examine the extent to which the leadership development programs create and catalyze peer networks. This study used Social Network Analysis to evaluate the development of a peer leadership network and resulting relationships among leaders participating in a leadership development program. Several predictions were made about the development of participants' task, career, and social networks, generally predicting enhanced "esprit de corps" with their peer leaders over time. Thirty top executives in local public health were selected to participate in a 12-month national leadership development training program. Peer network development was documented at three time points across the programmatic year at 6-month intervals. The results demonstrated that while leaders' social networks increased over time, friendship networks increased more slowly than did acquaintance networks. The task-related networks involving interactions to solve problems, and career networks for seeking advice and support increased over time, with task-related and advice-related networks stabilizing by the end of the second workshop. Implications for developing peer leadership networks are discussed.