This article presents findings from a case study on the National College of School Leadership (NCSL) in Nottingham, England, an exemplary program that bridges the theory-to-practice gap using distributed leadership philosophies to develop leadership among school administrators and has manifested a positive impact on school leadership in England. It offers insights applicable to creating distributed leadership development programs for K-12 education in the United States. (Contains 1 figure, 1 table and 8 endnotes.)