Learners, because of their minor status, are a virtual absence in everyday school leadership work, particularly on the African continent. School leadership, therefore, continues to be misconceived as an adult phenomenon. Framed by Cultural Historical Activity Theory, this paper reports on a Southern African Higher Education study that engages with the Vygotskian principle of 'double stimulation' and its relationship to transformative agency in the context of a school-based learner leadership development initiative. One school change project was purposively selected as the case, and data were drawn from a postgraduate student research report and self-reflective journal. Drawing on the Sannino model of double stimulation, the paper explores the phases of double stimulation as well as instances of transformative agency evident in the data, and speculates about the relationship between double stimulation and transformative agency in the leadership development of learners.