This case study summarizes the leadership practices of Rosa Davis as she meets with community members and staff to discuss Hope Academy's growth over the past 5 years. Davis began her tenure needing to mend relationships with the local Tribe and community after the district's governing board decided to reconstitute the school. The school's previous principal and site council made decisions that alienated the community and Tribe. Through the implementation of culturally relevant leadership and drawing on community funds of knowledge, Davis transformed a failing school into a high achieving school; however, budget deficits risk tarnishing hard-won relationships and progress that was made. This study explores this dilemma. (Contains 3 notes.)