The purpose of this basic qualitative study is to describe the leadership experience of campus presidents of accredited, proprietary/for-profit, family-owned institutions of higher education. In alignment with the purpose of the study, the primary research question is how do campus presidents of accredited, family-owned, for-profit/proprietary institutions describe their leadership experience? In order to describe their leadership experience, two areas are the foci of the study--leadership theory and management strategies. This study closes an existing gap in the literature associated with family-owned, for-profit colleges and universities and their leadership. The research methodology employed in this study is a basic qualitative design. The target population for this study is campus presidents in accredited, proprietary/for-profit, family-owned institutions. The desired population was acquired using a snowball sampling process. Data analysis includes thematic analysis, open and axial coding, document review, member checking, and use of Atlas.ti. The main finding of the study was 7 of 8 of the campus presidents in the sample demonstrated blended leadership theories when plotted on the full-range leadership model. Only one of the participants manifested a singular leadership theory, transformational leadership, in all five of the thematic categories. The participants, through their responses, provide insights into their leadership experiences and styles. Along with the many management strategies espoused, these insights can be applied to future family-owned, campus-based leadership. Future research associated with the findings could include but are not limited to: a duplicative study in a post-COVID-19 environment to determine if results vary; a duplicative quantitative study increasing the sample size and thus the generalizability of the findings; a future work which compares the results of the study to the results of a duplicative analysis of the leadership of campus presidents at publicly-traded for-profit, public, or private not-for-profit institutions; a duplicative study which determines whether the campus presidents' leadership would vary if the all participants operated in the same state and/or had the same grant of institutional accreditation; a future study which compares the leadership of owners with campus presidents, without an ownership stake, at accredited, family-owned, for-profit colleges and universities; and/or a future study which analyzes the unique culture of family-owned colleges and universities and this culture's impact on student outcomes. [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.]