This thesis explores, if Empowered Leadership skills can be influenced by Leadership training and whether a subsequent change in Leadership abilities can be attributed to this training or simply to individual influences. In our study we split executives into three subject groups, wherein the first group was trained according to a novel training plan (Super Leadership), while the second group followed a well-established training plan (Full-Range-Leadership) and the third group (control group) did not undergo any Leadership training. Based on four specific, clearly defined Leadership situations, the work of the executives in Leading interactions was evaluated by a second group of trial participants (Followers) through external evaluation. The results of our study clearly indicate a positive influence of the Leadership training on the two trained groups compared to the untrained control group, although the results also indicate that individual factors can have an impact on the Empowering Leadership. Additionally, the Leaders who took part in Superleadership training clearly evaluated themselves more positively than those, who took part in the Full-Range-Leadership-Training. We conclude that this innovative type of Superleadership training can be successfully implemented and even optimized with the help of the newly obtained insights from our study.