This article reports on findings from a longitudinal study of leadership in the context of a region-wide school renewal effort entitled the Bay Area School Reform Collaborative (BASRC). BASRC's theory of action is multifaceted, incorporating a focus on distributed leadership, continual inquiry into practice, and collective decision-making at the school. Analysis of qualitative and quantitative data sources suggests the use of an inquiry process is centrally important to building capacity for school improvement, and a vehicle for developing and distributing leadership. Within a sample of 16 schools where reform processes are most mature, the principal's role shifts to focus more narrowly on key personnel issues, framing questions and supporting inquiry processes. Findings provide evidence of the efficacy of policy strategies rooted in new understandings of school leadership.
