In 1991 the Center for Creative Leadership (CCL) launched its LeaderLab program, with the goal of helping executives take more effective action in their leadership situations. This publication presents findings of a program evaluation that explored whether program participants took more effective action in their leadership situations. Data were obtained from a questionnaire of 29 participants and 38 nonparticipants; telephone interviews with 27 participants, their coworkers, and process advisors; and telephone interviews with 32 participants. The questionnaire indicated that participants were perceived as having made significant positive change on every category except "balance," and that this positive change was associated with increased effectiveness. The first set of telephone interviews showed that participants took the most action in the following areas: interpersonal relationships, organizational systems, coping with emotional disequilibrium, facilitating communication/listening, sense of purpose/vision, and balance/family. The control group made fewer changes than did the program participants. The second set of telephone interviews showed that participants favored the assistance of the process advisor, the program's structure, the visioning and action-planning exercises, the diversity of participants, and the artistic activities. An unexpected finding was that many participants came to the program with a reasonable amount of turbulence in their personal and work lives. They reported four types of turbulence that affected their ability to carry out action plans: general work-related, job-specific, personal, and psychological. Participants approached implementation from three different models: goal focus, vision focus, and process focus. Ten tables, 2 figures, a list of CCL publications, an index, and an appendix containing further information on outcome studies are included. (Contains 37 references.) (LMI)