This study applies the Transformational Leadership Theory as it pertains to the development of leadership capacity and succession planning to acquire quality principal candidates. The purpose of the study was to identify promising practices to inform a broader understanding of leadership development. Four district office administrators and two newly appointed principals participated in this qualitative study. Data collection occurred via six in-person interviews, observations of district academy meetings, as well as collected district and meeting documents used to triangulate the data. Findings from this study indicate the strategies involved in developing leadership capacity as part of an in-house principal pipeline program in the form of leadership academies. The strategies found to contribute to the capacity building of leaders included: recruitment, mentorship, socialization and perceptions of fit. This study begins to identify the methods districts may utilize in developing their own leadership academies to prepare future principals for the responsibilities of a leadership role.