The purpose of this study is to examine the factors and relationship between character and competence on leader effectiveness through the phenomenon of the Leader Academy. Specifically, this study investigates the implications of deliberate leadership development, focusing on the importance and interdependence of character and competence development collectively to individual, team, organization, and societal impact through the phenomenon of the Leader Academy. Such a study is needed to prepare the next generation of leaders for the complex, challenging, and competitive environment of the 21st century and beyond. Overall, this study is a discovery of a particular pattern of perceptions, of perspectives, and of understandings leaders possess in regard to the relationship of character and competence in leader effectiveness. The data for this study was collected from 14 practicing leaders who were a part of the Leader Academy. The participants were identified as leaders within their organizations who exhibited high character and foundational business competencies with capacity to grow. All interviews were audio-recorded, transcribed, vetted, and analyzed. A phenomenological study allowed the researcher to determine individuals' common or shared experiences with the Leader Academy (Creswell, 2013). Five key themes emerged from the interviews: trust, confidence, building others, relationships, and decision making. With relation to leader effectiveness, participants stated that both character and competence were factors in their overall effectiveness. The leaders in this study also noted the interconnectedness of building both their character and competence to be trusted and trustworthy in their teams, their organizations, and within their communities at large. The findings of this study implied that leaders are aware of the ability to build upon their character, 'who a leader is' and their competence, 'what a leader does' in tandem to have greater effectiveness for personal and professional relationships. Based on these findings, senior leaders charged with developing leaders throughout their organizations need to utilize a model that blends a consistent, well-defined set of expectations and opportunities for the growth of all leaders, regardless of position. This relies on creating a common language and solid foundation of character principles and evolutionary business practices. [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.]