This constructivist qualitative case study examined factors that assisted and impeded the expansion of City University of New York's (CUNY) Accelerated Study in Associate Programs (ASAP) from 4,300 to 25,000 students between 2014-2018. The study consisted of open-ended interviews with 11 CUNY system and college leaders who directly led the work using transformational leadership as a theoretical lens. Three key findings emerged from the study: Strong engagement between managers and their staff members created effective teams that operated at high levels of productivity with a heightened sense of program ownership. The consortium administrative structure, consisting of multiple campuses and the university system office working in close partnership enhanced cohesive program implementation, increased accountability, and increased campus capacity to realize expansion goals. Building cross-functional relationships across campus and university system units improved integration of the program into the broader institutional culture and reduced resistance to expansion goals encountered at the campus level from some leaders and middle managers. The case study demonstrates that significant scaling of a structured, evidence-based program at multiple campuses within a large public university system is possible when the correct conditions are in place and through a multi-faceted approach that includes a commitment to staff development, careful attention to organizational design and division of labor, and investment in relationship building to build common ground. [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.]