In addressing the community college leadership gap, the article’s purpose was to explore how twenty community college leaders within the Midwest amalgamated the adoption and influence of a American Association of Community Colleges leadership plan; along with how influence and adoption stem from geneses of governance. A Revelatory investigation was explored, with findings that showed supportive and cooperative workplace connections promoted the AACC leadership aptitude practices which emerged during positive social encounters. Findings showed that on the job training was preferred over ceremonial training, and promotion advancements were roused and encouraged stemming from positive mentor and networking connections. The influence on leadership
