The purpose of this study is to review the existing literature to define a hierarchy of leadership styles (Distributed Leadership, Transformational Leadership, Ethical Leadership, Authentic Leadership and Transactional Leadership), based on the level of influence and the level of the self-interest of the educational leaders. This paper argues that (like Maslow’s theory of human needs), the different analyzed leadership styles involve different levels of influence and Leadership sharing that can gradually change once the leader has fulfilled a specific level. The gradual transitions in the different levels of the pyramid represent an ideal scenario to reduce the impact of replacing leaders in educational organizations. By using this approach, it could be possible to promote controlled organizational change, where the adaptation of the leader and the organization is executed optimally. This paper shows a theoretical exploration of how several of the leadership approaches can be applied and understood to manage organizational change properly. Despite having a theoretical perspective, this work is aimed at leadership practitioners in educational environments. This hierarchy can also be used to develop on-the-job training programs, making it easier for followers to learn the skills they need to lead new teams while they develop their activities.