With the increasing demographic diversity and critical focus on social justice in the United States, leaders are under significant pressure to integrate diversity, equity, inclusion and belonging (DEIB) strategies into their core operations and organizational culture. Challenged to think more critically about how to better prepare and support leaders in DEIB efforts, minimal research exists to provide insights on how executives should prepare, what they might expect, or the proven practices in DEIB. Driven by this lack of literature, this qualitative study explored how an executive team experienced and navigated the complexities of integrating and advancing DEIB in their organization. Specifically, the study investigated their deeper cognitive and emotional experiences, including how their thinking, attitudes, and actions evolved and changed over time. Analysis of interviews and document review yielded four primary themes based on participants' experiences: motivation, challenges, lessons learned, and advice for fellow leaders. The insights gleaned from this study significantly enrich the existing discourse on DEIB and organizational transformation by: emphasizing the pivotal role of a CEO's visible commitment and leadership in shaping executive motivation and involvement in DEIB initiatives; documenting the successes of a collaborative leadership model where all executives actively participate; focusing on the development of critical consciousness and impact of positionality in DEIB leadership; addressing the challenges and trial-and-error nature of DEIB implementation and calling for further research into effective strategies and the development of new frameworks and support structures for leaders. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]