This article draws from a small-scale study of headteachers motivated to positively impact on the quality of pupil experience by involving all staff in a distributed perspective on leadership. Each headteacher perceived leadership as involving learned processes requiring support and experience, expending considerable effort in providing a fertile environment for learning about its practice. This perspective developed from their personal experience of challenging established leadership orthodoxies prior to and since appointment to headship. The article explores the impact of formal work-based postgraduate leadership preparation and experiential professional learning on each headteacher's understandings of distributed leadership and its practice. It then explores the ways in which they supported the professional learning of staff. The article concludes by suggesting that headteachers and staff encounter a range of challenges in developing school practices inherent in distributed leadership and can benefit from ongoing support with informed reflection on practice beyond initial preparation for headship.