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Performance is a key priority for businesses operating within the UK Construction Sector (UKCS) and indeed worldwide (HM Government, 2017). Recognising this, UK Government has pursued policy aimed at improving performance through better innovation of technologies and processes whilst reducing adverse environmental impacts (HM Government, 2017). Central to these aspirations is the recognition such change is likely to engender the need for the training and acquisition of new skills, with 'improving leadership' being one. 'Improving leadership' is not new, exploration into this within the UKCS remains dominated by research focussed on individual leaders. This paper makes a case for Distributed Leadership (DL) for improving leadership as it reflects the project nature of construction assignments; and if implemented effectively by project managers can play an important role in current debate on the scale of skills gaps and ability to deliver performance improvements within the industry. This review focusses on three key areas, current application of DL practices and the people who participate. Second the possibility for DL impacting on performance, finally how barriers might present a challenge for DL uptake in construction projects. The review suggests DL has the potential to bring about enhanced performance; the conclusions of which are drawn from predominantly education and healthcare environments. To progress, further exploration is required especially within the context of UK construction. [ABSTRACT FROM AUTHOR]