This paper looks at a single-site case study, a primary school subject to Special Measures, researched by the author over a three-year period. Taking the Conger and Kanungo (1998) concept of the charismatic leader, it asks why either the person of the leader or the process of leadership can mask the fundamental issues in primary schools that face complex and challenging situational factors. It concludes that one of the reasons for the continued potency of the leadership myth is the followers' demand for it.
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Megan Crawford (2002) studied this question.
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