In 2008 the Organisation for Economic Co-operation and Development presented system leadership (leadership beyond a single institution) as more effective than traditional approaches to public services delivery in responding to the external drivers of globalisation, new technologies and increasing societal complexity. This paper reports the findings of a longitudinal empirical study into ‘system leadership’ in England conducted during 2009–2016. In following the journeys of headteachers working as system leaders in the secondary education system (ages 11–16), it offers insights into this ‘new’ approach of the state to public sector governance and evaluates how far the reality of the use of public sector leaders to deliver system reform has matched the rhetoric that this heralded a new relationship between government and professionals.
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