This article is a cross-case analysis drawing on case study research conducted in 2009-2010 on six leadership preparation programs and their district-university affiliation, using research on consumer action and inter-organizational relationships to understand their relationships in developing leadership preparation programs. The six urban districts were encouraged, through foundation support, to become active consumers and directly influence the quality and nature of preparation that met their leadership needs. How districts became more active consumers, the different ways in which they engaged local universities, and structures needed to support their shared programs and relationships is described. Their strategies and challenges can be instructive in guiding districts and universities on how to best support and sustain such programs. (Contains 1 table, 1 figure, and 4 footnotes.)