The purpose of this study was to describe the experiences of the Principal and staff during the establishment of a new school, to understand the development of a learning culture and to examine the tensions for leadership. This study is situated within an interpretive paradigm and uses two methodologies: self-study research and case study research. Methods of collecting information in this study were designed to capture the culture in the school as it developed. The combined documentation of my professional journal, the focus group and school documents allowed an insight into the realities of developing a learning culture in a new school. The findings of this study highlight four themes: • Stakeholders having ownership of touchstone documents to provide focus. • The importance of relationship building. • Focusing on learning for students, staff and the community. • Leadership challenges for new schools. The study concludes by making recommendations at policy level to support new school principals and at school level to offer suggestions for focus points.