ABSTRACT
This chapter addresses how both teacher leaders and the administrators with whom they worked experienced the change processes associated with implementing the Distributed Leadership (DL) Program. That transformational learning was such a strong characteristic of the DL Program is a source of great hope. In the DL Program, this transformation was a key element in helping schools develop strong teacher leaders and school-based leadership teams, which were the primary vehicles for operationalizing DL and driving instructional improvements. As such, learning to recognize the need for and support transformational learning in teacher leaders and principals is a key component in building the leadership capacity that schools need to improve teaching in ways that truly transform not only classroom practice, but also student learning. In so doing, people hope to offer lessons from the field for practitioners seeking to grow leadership capacity in their schools, by employing teacher leadership as a lever for change.
