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Abstract
This multiple-site case study examined distributed leadership practices of three middle school principals, using observations, interviews, and document analysis. Findings disclosed that the principals built on the interdisciplinary teaming structure to develop empowering organizational structures that promoted democratic governance. Employing distributed practices, they identified teacher leaders to guide curriculum, professional development, and building management. While utilizing the teaming structure to facilitate building-wide decision making, the principals also found that distributing leadership across several individuals sometimes created challenges for communications accuracy.
Keywords middle level, distributed leadership, principalship
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