Generation Z members are our future leaders. They are eventually going to run the world and are starting to make their unique characteristics known. Due to the current generational transitions, they will assume leadership roles earlier than previous generations, mainly owing to the increased migration of Baby Boomers out of the workforce. Generations think and work differently. This dissertation is centered around the principles of generational theory and generational cohort theory. A non-experimental single-group descriptive study using mixed methods sought to answer questions about Generation Z's definition of leadership and leadership development; their views around leadership competencies, topics, and skills, and their preferences for program elements and tools in a leadership development program. The research is significant due to the current generational shift in the workplace and the need for succession planning, including leadership development programs to grow our future leaders. Generational differences impact the learning preferences of a cohort, making generational theory and generational cohort theory relevant to this study. The findings support the literature; however, the findings also revealed some new perspectives which impact the implications and recommend further study. This study resulted in five key findings which align with research that Generation Z's want to have a purpose, make a difference, and find fulfillment in their work. They strongly prefer in-person learning, exposure to executive leadership, and personalized approaches such as customized individual development plans, coaching, and mentoring. Leadership development competencies should develop communication, strategic thinking, and decision making. Generation Z desired to learn about collaboration, leading change, and ethical leadership. They perceive leadership as a shared responsibility and are mindful of how a leader's conduct can affect their followers. This "purposeful" "we" generation wants to tackle complex problems, advocate for the marginalized, and change the world. Organizational leaders and managers may use the results of this study to build mentoring programs, enhance soft skills, develop training programs, and develop future leaders. This may lead to increased Generation Z recruitment, engagement, promotion, and retention. [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.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]