Drawing on the author's experience as director of a long-lived school-university partnership, this essay describes how one such organization can "do it right" and enhance the development of teacher leadership in schools. It also provides a cautionary tale about how that same organization can "do it wrong" and achieve the opposite effect. "Doing it right" requires having a set of core beliefs that are enacted through key social practices. "Doing it wrong" violates those core beliefs and practices.