A state organization of graduate faculty teaching in educational leadership preparation programs, the Michigan Association of Professors for Educational Leadership (MAPEL), serves as the focus for this case study designed to examine its efforts to reset, repurpose and reimagine its role. Using Bolman and Deal's (2107) observations of characteristics of organizations, the authors' four frame model provided a lens for understanding how this organization's members considered their past, prepared for its present and how it might contemplate its future. The study describes what contributed to these efforts and reports data gathered from its members regarding how changes might provide new opportunities for leadership and influence at the state level as well as impact the success of programs preparing graduates to serve as school and district leaders across the state. Research questions include (1) What is the awareness level of MAPEL membership of the attempts at redesign? How do members describe this change and its impact on them? (2) What were the catalytic events that led MAPEL to engage in redesign? (3) How did the Michigan Department of Education review and approval of new leadership standards impact the perceived role of MAPEL? (4) How did the examination of the by-laws impact the perceived role of MAPEL? Given the small amount of research on the impact of state level professional organizations, the study adds to the literature and offers recommendations for establishing communities of practice between and among colleges and universities, a vehicle for program improvement which to date has been underutilized.