As such, the report calls into question the popular notion that principal leadership is crucial for school change. The report basically says that it all depends on style and approach. Nothing earthshaking here. These leaders tend to establish systems and processes that eventually do not require their presence at all. Successful change, in fact, should outlive the superintendent.
Central offices are another story.
They tend to dominate the culture of schools. They control, despite the perception that control resides with more visible leaders. They tend to enforce conformity. Therefore, they do not lead, and might inhibit transformational change. One of the major tasks for a superintendent is to see that central offices create capacity for change in the organization and do not act as brakes on progress.