Their time is consumed by often urgent but unimportant matters. These concerns, as highlighted through this study and others, throw light on the concern raised by Fullan (2001), who notes that the head’s role is about reculturing the school organisation. But, for this to happen, the kind of change necessary is deeper and more complex. It involves changing how people relate to each other and to their work (Fullan 2001: 157–158). As Sergiovanni, Kelleher, McCarthy & Wirt (2004: 206) note, in the bureaucratic-rational model, leadership resides in a few top-echelon positions.