This study explores leadership and management practices in four Dublin primary schools. The aim of this thesis is to explore the practice of leadership by those who hold formal leadership positions in schools, focusing on the current leadership and management model that exists in schools, namely In-school Management Teams (ISMTs), and also by those who lead informally. This is done with a view to illuminating the existence or non-existence of distributed leadership. A dearth of research, both nationally and internationally, in the areas of leadership practice and distributed leadership practice provides part of the rationale for this research. In response to the study’s main research questions, this thesis documents four case studies that were conducted in varying schools to explore the practices of, and attitudes to, leadership in the schools. It also highlights the professional needs of those who lead. This research took a mixed method approach with data collected through the use of questionnaires, diaries and semi-structured interviews. Data on each school were analysed and was followed up by cross-case analysis, which allowed for a deeper exploration of this practice. Findings reveal that practice varies considerably between the schools, that factors including the size of school, type of culture, levels of communication and interpretation of roles and responsibilities all affect how leadership is practised and the attitudes that teachers and principals have towards it. This research was designed to take account of what is happening with leadership in these four Irish primary schools. It aims to inform discussion with a view to contributing to further research in this area and it makes several recommendations based on the main findings.