In this paper, we report on the findings of a study that sought to understand the nature of circuit managers' leadership in supporting teaching and learning in the context of multiple deprivations in South Africa. The paper aimed first at examining the nature of circuit managers' leadership for learning in deprived school contexts, and second to explore the extent to which the context of deprivation influences circuit managers' practices of leadership for learning. A qualitative approach grounded within the interpretive paradigm was adopted. We used semi-structured interviews and supplemented them by document reviews to understand leadership of circuit managers. The findings show that the work of circuit managers is strongly influenced by the contextual complexities arising from social deprivation. To lead fruitfully in these contexts, circuit managers adopted relationship-driven leadership, invested in their circuits' visions and missions, and built leadership capacities amongst different stakeholders. After analysing the findings, we conclude that leadership for teaching and learning, as it happens at circuit level in deprived contexts, goes beyond focusing on teaching and learning, and includes issues that are indirectly linked to teaching and learning.