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Leadership takes many forms and comes in many shapes. It occurs in traditional as well as nontraditional places. Sometimes we find it right next to us in our colleagues. Below are two “close to home” examples of leadership relevant to the journal. First, the journal would like to welcome our newest editor, Dr. Daniel Jenkins from the Lewiston-Auburn College of the University of Southern Maine. Many of you are probably familiar with Dan given his publications (including in the Journal of Leadership Studies), his work in ILA (International Leadership Association) and ALE (Association of Leadership Educators), his presence at leadership conferences, and his consulting activities. If you are not already familiar with Dan you will get to know him through his editorship of our Media Review section of the journal. Dan's initial editorial task will be to refresh the media review section into something that may better fit contemporary views on leadership. Welcome aboard, Dan. Second, our Symposium Editor, Dr. Anthony Middlebrooks showed his leadership acumen in “crowdsourcing” our symposium on Creativity and Innovation: Provoking Ideas for Leadership. Tony wanted insights into what people were thinking about creativity and innovation and invited authors to submit short (1–2 pages) and provocative responses. We were overwhelmed with the responses from scholars from throughout the world. In fact, the volume of accepted manuscripts was so great that it necessitated bifurcating the symposium, the first part appearing in this issue and the second part of the symposium appearing in Issue 10.1. Symposium authors in the current issue share some interesting provocations on creativity and innovation and why creativity and innovation might not be as beneficial as we sometimes believe. Thanks, Tony, for your leadership as Symposium Editor. Our feature articles explore leadership in two domains we hear so much about today: health care and technology. Although the articles exploring leadership in health care (Hudak, Russel, Fung, and Rosenkrans's Federal Health Care Leadership Skills Required in the 21st Century) and technology (Racine's Social Identity Development and the Situation of Scientists and Engineers as New Leaders) are from unique populations, the leadership lessons learned are applicable to other leadership domains. In our first feature article, Hudak, Russel, Fung, and Rosenkrans explore the skills necessary to lead in today's, as well as tomorrow's, health-care environment. Hudak et al.’s research employed a content analysis of health-care leaders from various federal agencies and private institutions. Using artists’ ­renderings (see ­Figures 2-5) to capture the contents of their focus groups’ discussions, Hudak et al.’s health-care leaders identified 12 overarching leadership skill sets. In addition to the six skill sets previously identified in the literature, Hudak et al. proposed six new skill sets essential for leading health-care organizations in the 21st century. Racine explores issues surrounding the development of leaders in science and technology in our second feature article. His research provides insights into the needs of staff-level scientists and engineers as they move from their staff-level position to leading staff-level professionals. Racine found that identity development and situational understanding are necessary when scientists and engineers successfully transition from follower to leader. Finally, as mentioned above, our symposium in the current issue is the first part of a two-part compilation of provocations exploring creativity and innovation. By crowdsourcing the two-part symposium, the nearly 50 papers will create a comprehensive mosaic of creativity and innovation and leadership. Finally, we are already talking about crowdsourcing a future symposium given the positive response to this first one. If we crowdsource a future symposium and you are interested in receiving the call for papers, we invite you to join our scholarly community as a reviewer and/or author at https://mc.manuscriptcentral.com/jls-wiley.