Higher education is experiencing leadership turnover and during these transitions colleges and universities are relying on interim leaders to fill this leadership gap. The purpose of this study was to identify ways to support interim leaders and leverage their experience into the development of professional growth opportunities at a large community college district in the Southwest United States to be referred to as Canyon Road Community College District (CRCCD). Participants included academic leaders currently serving or have served in an interim role within the last two years from 2019-2021, who have served for at least one full academic semester (i.e., 16 weeks), and are current and/or past interims in various roles throughout the organization such as but not limited to provost, president, vice-president of academic and student affairs, senior associate vice-president, deans, associate vice-presidents, associate deans, and directors. The design of this qualitative study utilized data collected, transcribed, coded, analyzed, and summarized from in-depth semi-structured personal interviews with 11 academic leaders. The findings of this study suggested the need for various supports: onboarding and training, mentoring or coaching, and if allowed the opportunity to shadow the outgoing leader that would be beneficial for interim leaders to be successful in their temporary role. There is also evidence that the length of time of serving in an interim role needs to be addressed. [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://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]