There has been longstanding debate about the relative importance of distinctions made between leadership and management in the work of leaders in school. This chapter uses the lens of an ongoing Scottish research project, The Future of Headship, to explore various facets of that debate. The chapter begins with two key questions: whether educational leadership and educational management can be described as separate fields; and whether educational leadership can be described as a separate field from leadership. The chapter then highlights both the importance of researchers’ positionality and their working assumptions around leadership. Some of the tensions in exploring the practical realities of headteachers and other formal leaders in school contexts are discussed - drawing on empirical data - before introducing the potential of the concept of leading, which combines a focus on the socio-emotional dimensions of leadership with the organising processes of day-to-day practice.

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