The context identified in level 3 of the model includes the school organization, family and external
contexts that leaders need to respond to and influence. Many of these aspects will moderate the impact
of leadership behaviour if they are ignored, and so the title is “engaging with and influencing contextual
factors”. For example, the survey-based model from Tasmania illustrates the importance of being able
to influence the home context (enhancing family educational culture and social capital as noted more
than a decade ago by Leithwood and Steinbach, [63]) with a supportive home educational environment
showing positive impact on student empowerment and social skills. Bella Irlicht, a case principal from
Australia, was renowned for the way she could influence the political and system context to benefit her
school, and enable her to build a world-class specialist school see [42,46]. Gurr [40] provides several
examples from the ISSPP that show how successful principals are able to not only respond to internal
and external contextual factors, but also to influence these so that they become part of the reason for
school success.