A UK business school was researched to record its history and to account for its development. The data collection and interpretation were influenced by the flexible and iterative nature of the methodology. Theories and concepts used to make sense of the findings include: open systems, force fields, and power. The focus is on strategic leadership, and two visual models are developed to identify the critical environmental and organizational variables that deans have to contend with in modifying the school/environmental fit. Three critical roles for deans are highlighted: determining the priorities to be followed in relation to an ongoing range of strategic dilemmas; supervising relationships with external stakeholders; managing culture change. The potential value of interspersing academic deans with those from business is identified. (Contains 3 figures.)