Distributed leadership (DL) is an emerging form of power distribution in schools which extends authority and influence to groups or individuals in a way which is at least partly contrary to hierarchical arrangements. In this article, the author presents the findings of his study that aimed to answer two questions: (1) What do headteachers do to develop/sustain DL; and (2) What is the impact of DL on the role of the headteacher? The author's study involved working with six English secondary schools of contrasting character, using a case study, ethnographic methodology. Findings suggested that there is an emerging degree of consistency as to the generic role of the head in the development of DL. The headteachers also saw DL as useful if not essential in allowing them to make a qualitative difference to the work of the school by focusing on particular aspects of the broad headteacher job description.