Early childhood education contexts are complex and diverse and thus require leadership approaches that connect with the values and beliefs of that field. Currently the research on leadership in early childhood education is limited and it would benefit from research into innovative approaches employed in very different but comparable locations. This article presents findings from a cross-case analysis exploring the role of leadership in two early childhood education settings: a university laboratory school in the United States of America and a public school in Australia. Drawing on cultural models theory, we argue that co-constructing leadership in context is a useful alternative to traditional hierarchical approaches to leadership. Each site's co-construction of leadership provided an opportunity for leadership to be developed organically and to be shared amongst the community of learners. The findings demonstrate how co-constructed leadership promotes a democratic environment for all members of a learning community.