This phenomenological inquiry sought to answer the research question: How do the experiences of participating in professional development activities influence human resources leaders' personal and professional transformation? The framework of the study was transformative learning theory. Data were collected using semi-structured questions in recorded interviews of ten human resources leaders and were transcribed using NVivo qualitative data analysis online service, and manually coded. A total of seven themes emerged from the data: (a) a sense of optimism, (b) the influence of others' individual status or behavior, (c) a sense of apprehension, (d) feelings of confidence, (e) change in communication practices, (f) positively influencing others' jobs and careers, and (g) continuous professional development. The findings reveal that, while participating in professional development activities produced experiences like feelings of confidence, the drive to positively improve the jobs and careers of direct reports and other groups, and enabled participation in continuous professional development activities, transformation was only marginally experienced in the form of a change in communication practices. The findings led to the conclusion that participating in professional development activities is not a transformative experience. [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.]