A change-agent worked to develop leadership in a medium sized private secondary school. Two similar schools were used as control groups. Prefects were helped to clarify the aims and objectives of their education, and to agree upon the role of prefects in the school. A series of exercises designed to develolp human-relations skills associated with leadership was completed. Ideas and information generated by the prefects were conveyed to staff, who were encouraged to discuss and implement useful suggestions. Towards the end of the programme the prefects were to review their experiences and attempt to set objectives for their successors. Two questionnaires, a diary, and interviews with staff were used to guage progress. Evidence suggested the need for a more permissive form of leadership to be exercised by staff in order to allow the idealistically motivated and technologically sophisticated pupils scope to develop themselves and their school. A great need exists for support, encouragement and co-operation from staff in helping pupils to conceptualize and implement development programmes they propose for the school.