A foundational understanding within education leadership literature is that education leaders are expected to guide reform efforts within school. This expectation mirrors organizational development literature that describes leaders as individuals who constructively institute change within their organizations. Although leadership and change are portrayed as codependent, no scholarship has linked change models with leadership theories. This article describes a multiple case study that explored the relationship between leadership behaviors and the change process through secondary school department chair stories of change. From this analysis, a clearer picture emerged that illustrates how leaders with little control over decisions implement change. Findings included distinct connections between CREATER change process stages and the Leadership Grid. Suggestions as to how education leaders should approach change attempts within their schools are discussed.