A school has a life of its own which makes up of different organic and mechanistic characteristics such as the administrative and leadership’s make-up, educational programme management structure and student composition.  According to Scott (1981), schools – like other organizations – operated in complex environments with multiple internal and external constituents.  Such constituents may be different for different schools and may contribute differently to students’ learning outcomes.  All this structures and processes must be finely tuned or complementary to each other for the school to be productive, viable and operational.  Hence, if a school wants to understand and subsequently help the pupils learn better, the contextualized factors and how and why they are connected should be clearly established. The main purpose of this study is to disclose a preliminary leadership management framework – Spiral Through-Line, used to follow up and through at this case school which is a Band-6 secondary school in Kota Kinabalu, Sabah.  Through the preliminary study conducted where the methodology used (namely peripheral observations, formal and casual interviews, as well as document analysis) emulated those in the imminent study, the data reflected the inclination of the excellent principal of this case school to utilize the opportunities existing at the environment of the school as the catalysts to tackle the pertinent issues arisen so that appropriate development plans could be formulated towards building an effective school in its own mould.