The changing context of work and organizations is making new demands of leadership. Differing expectations on the goals of leadership training, and development are also emerging. To date, few comprehensive models to guide evaluation research and practice in the field of leadership training and development have appeared in the literature. This article puts forward a multilevel evaluation model to guide leadership training and development at five levels of analysis: Individual, Leader-Follower Dyad, Team, Organizational, and Community. The model attempts to overcome significant limitations in previous evaluation models by putting forward clearer theoretical rationales to explain leadership training and development impacts at each of these five levels. In so doing, it posits a framework for identifying how specific behavioral and cognitive factors in organizations support social capital, and the particular social and emotional skills and behaviors that facilitate social participation from which social capital can emerge. The model offers an integrative approach to examine how leadership may interact and bridge these differing levels of analysis. (Contains 1 table.)