ABSTRACT
This chapter explores the way in which teachers who do not hold senior management positions within a school can produce leadership. The 'outbreak' of non-line management leadership within an organization where it was previously absent can be of especial significance to that organization. First, these leadership occasions can change the role boundaries within that organization. Secondly the emergence of non-executive leaders can change the social relationships which exist within the school, thus changing the informal decision-making networks within the organization. Finally, a difference of view between formal and informal leaders over specific issues can lead to the polarizing of views within the organization. Risk-taking is a subject of complicated psychological and sociological study — indeed, there is an entire Open University course devoted to it. The sense of ownership has infected others in the school, which now claim association with the programme and are actively involved in seeking to use it in the school and disseminate it in the county.
