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While school leaders have commonly functioned as school managers, the urgency for improving learning outcomes highlights the need for school leaders to function more as instructional leaders. However, a number of barriers exist in exercising instructional leadership in the developing country context. School leaders often lack capacity for instructional leadership and operate under significant constraints, such as chronic shortage of materials, operating funds, and staff development resources. Knowledge about cultural and organizational factors influencing school leadership behaviors can inform conditions for strengthening instructional leadership. This discussion essay provides a framework for expanding comparative and international inquiry into the challenges of instructional leadership in terms of the principal–agent problem, school leader sense of self-efficacy, and the integration of teacher incentives.