The intent of this research was to examine how reflective practices influenced leadership capacity in a nonprofit organization. It involved seven participants all over the age of 40 in a nonprofit society that delivered programs and services for unemployed individuals over the age of 45. The data gathering process consisted of obtaining qualitative data through self-assessments, journaling, and face-to-face interviews. By engaging in reflective activities, participants increased their personal presence and recognized their impact on relationships and organizational change.