This mixed-method study explored how students in a doctoral educational leadership cohort at one university used the cohort structure as a learning community or as a method of social support. Survey data were collected from 45 past and present cohort students and qualitative data were collected from three focus groups of 15 participants total. The survey measured four factors: General Cohort Experience, Trust Within the Cohort, Network, and Community of Learners. Quantitatively, one cohort was found to be significantly different from the others in terms of Trust Within the Cohort; and the 60 hour cohorts were found to be more satisfied with the cohort experience than the 48 hour doctoral cohorts at the university studied. The theme of trust and support from and to fellow members both during and after the cohort had dissolved was a strong recurrent theme in this study. Cohort members felt that they developed and strengthened their skills professionally as a result of participating in the cohort; however, they first had to develop a sense of community and trust with their fellow members in order to learn from them.

This study explores the role of `community' within a university campus Learning Community (LC). With a cohort-based structure, an LC exists to enhance student learning through peer cooperation and participation, however the scope of what constitutes community within these cohorts is not currently understood. This study investigates the roles of individual reciprocity, communication, need, time, and physical environment in community building, utilizing qualitative interviews and observations of a 30 member LC over the course of two academic years and a four-week study abroad experience in Panama. Through this, the vital roles of the orientation period and programming staff are revealed and should be considered in order to generate more effective LCs with stronger cohort communities.