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It is important to challenge the popular image of courageous leadership, which in the public imagination is inextricably interlinked with the exercise of power and authority. People often paint a picture in their mind of somebody who knows all the answers and can drive and communicate decisions through their own sense of certainty and will. In nearly every case, especially in an HR context, that is a false picture.

This paper looks to highlight that the best leaders are in fact often those that do not make all the decisions, do not have all the right answers and are prepared to admit that. It takes great strength to admit vulnerability and acknowledge that you do not know everything.

The paper highlights that it is important to have a vision and give direction, but it is genuinely courageous to turn to the intelligent teams you have within the organisation and draw on their help.

The paper takes a distinctive stance on the question of courageous leadership, arguing that good leadership is about acknowledging what you do not know and reaching out to your people to fill in the gaps, and it is also about learning when to move on. Being able to acknowledge when you can add little further value to the business and allow someone else to take the reins is perhaps, in senior leadership, the most courageous act of all.

What courage is required for an emerging leader to run for office as an independent candidate in a contested election? What changes when that leader is a young woman, challenging the status quo in a male-dominated political field? And finally, how does courage intersect leadership, what is required, learned, and tested when running for office means risking one’s life? This is the story of an emerging leader, Linda K. Sibanyoni, a candidate for political office from Zimbabwe, who is leading change in her community and who is willing to exercise the courage required to do so in new, different, and unexpected ways. Her lived experience is underpinned by the intersection of gender, power, and politics. From this story of trial, courage, and risk comes discussion around the leadership practices required for change in uncertain and unstable systems.

When leaders critically examine their social identity, privilege, and positionality, they become clear about when to engage in self-promotion and when to use their power to lift up and liberate the skills and talents of others. This style of liberatory leadership invites leaders into humbled, courageous excellence that inspires greater equity and justice in organizations, systems, and society as a whole. This chapter highlights the author’s experiences grappling with both her gender and her race and how it has shaped her understanding of humility within personal relationships and organizations. It invites the reader to reflect on his/her/their own social identity and how it impacts their approach to leading and leadership with courageous yet humbled excellence.

Robert Greenleaf’s principles of servant leadership are relevant to the helping professions, including empowerment and development of others, service to others, and open and participatory leadership. The study of servant leadership was infused into an undergraduate senior capstone experience (an internship) for emerging helping professionals (social work and child and family studies majors). Students read and discussed Greenleaf’s work and applied it to their internship experiences through weekly written reflections. Analysis of student reflections revealed an internalization of servant leadership principles and an understanding of their application within a professional context. Field supervisor evaluations of students indicated professional development consistent with servant leadership ideals. Analysis of servant leadership self-evaluations by students recorded at the beginning and end of the capstone experience revealed increases in empowering and developing others and serving others. These findings support the value of servant leadership education in the training of future leaders within the helping professions.

A Love Supreme was written and performed as John Coltrane’s truth and testament to the power, glory, love, and greatness of God. Music, jazz in particular, enhances my gifting in the realm of teaching and leading as well as grounded in my strong spiritual beliefs. This album defined the work in a whole new way for me; it touched my soul. It prompted and has continued to prompt the (re)consideration and the (re)visioning of what did/does it really mean for me to be an educator and a leader? This chapter will illumine my ideas of living, leading, and loving the soul work of education and leadership via my beliefs in the ethics of care, justice, and responsibility, all viewed and spoken through the prism of parrhesia.

Through this chapter, readers are ferried through the Presidency of Festus Gontebanye Mogae, the President of Botswana from 1998- 2008. His Presidency occurred during the debilitating period of the HIV/AIDS scourge, the African blood diamonds brandishing label by the developed world and the drought that menacingly swept through Botswana leaving the nation distraught and poverty stricken. Despite all the hurdles and volcanoes enveloping his presidency, Mogae shouldered the leadership responsibility squarely and emerged victorious through the utilization of effective communication channels, the implementation of versatile leadership skills that valued collaborative partnerships and consultation, and the practicing of good corporate governance principles that became the hallmarks of integrity and ethical standards that shaped the character of his leadership. More importantly, Mogae embarked on the war against the HIV/AIDS scourge with resilience, hope and positivism that were equally unparalleled in outcome and success. Through an analysis of documents, a systematic review of critical events that shaped his presidency is described.