ABSTRACT
Principals certainly play a critical role in leading change, but successful, sustained and embedded change is never made by one person alone. The spectre of the sole individual who carries school wellbeing on their shoulders has been observed at numerous schools. To implement whole-school wellbeing change, the principal, board of trustees and senior leadership all have to view wellbeing as a necessary and urgent priority. The chapter looks at the role of teams in building support across different interest groups. Whatever their role in the school, leaders need to demonstrate excellent relationship skills, a clear sense of direction, an ability to respond to context, a desire to serve others and good strategic decision-making and also be inspirational, confident, effective communicators capable of fostering trust, belonging and commitment. This large and broad leadership skillset is more easily found across a team than in a single individual.
