This paper reports the findings of a case study that examined leadership as a shared phenomenon. Conducted during the 1991-92 school year at Cross Keys Middle School in Ferguson, Missouri, data were derived from informal interviews with staff members; observation; formal interviews with 19 teachers, 3 counselors, 3 administrators; and document analysis. Five broad themes related to mission, change, decision making, school culture, and professional development emerged from the data and provided the foundation for the development of a leadership typology. The leadership typology depicted the prestigious, visionary, instructional, positional, and resistance leaders who worked both in harmony and conflict to bring about the changes in the school. These leaders, who were distributed throughout the school, acted on their own to exercise their influence through formal groups and committees or informally through social interaction with the staff. The resulting culture of conflict and tension was accepted as a byproduct of their efforts to challenge individuals to make a shift in their personal paradigm about teaching and learning. Appendices contain the interview protocol and bibliography of documents. Two tables and one figure are included. (LMI)