Many HIV prevention professionals have documented only moderate effectiveness of the Mpowerment Project, an HIV behavior intervention prevention program for minorities. Researchers have concluded that program success depends on effectiveness of peer leader management, yet little is known regarding the experiences of those peer leaders. Accordingly, this study explored experiences of peer leaders to determine factors of effectiveness in their work. This study was conducted within a framework of transformative learning to explore how personal transformation motivates, sustains, and extends within this context. Guiding questions explored motivation, traits, skills, and abilities peer leaders brought to the experience, activities they undertook to ensure success, comparison of actual experiences with expectations, and perceptions extended to future leaders. A series of private individual interviews with six program leaders chosen through purposeful sampling provided data for this qualitative case study. Transcribed interviews were open and axial coded, then analyzed through a constant comparative method. Key findings indicated that transformative learning is viable within this program context and that it is a useful tool for peer leaders in their efforts to modify behaviors of participants. Findings led to a training project that introduced leaders to transformative learning components as a tool for effective personal motivation and support. As a result, this project study created positive social change as findings and ongoing project implementation led to increased motivation and support of individuals working as peer leaders within the Mpowerment Project. [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://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]