In the parade of ideas, concepts seldom march alone. (Joseph Gusfield, 1975, p. 1). Wherever one looks within the field of leadership studies, whether as a student or a scholar, you cannot ignore the numerous calls for the inclusion of a better appreciation of context (for example, Jepson, 2009; Osborn and Marion, 2009; Osborn et al., 2002; Porter and McLaughlin, 2006). However, the number of real in-depth considerations of leadership in context that are available in the literature remains limited. This book infers that taking a community perspective on leadership will help to develop a contextually driven focus on the subject. I have previously started a conversation around the idea of community in developing ideas about distributed leadership (Edwards, 2011) and worldly leadership (Edwards, 2012). Working within these areas, it becomes very apparent that leadership is discussed, theorized and researched largely from a Westernized and individualized perspective. Herein, I reflect on papers such as Knights and O’Leary’s (2006) consideration of ethical leadership, where leadership theory is criticized for being too focused upon the individual. Similarly, Bolden and Gosling (2006), propose that the literature on leadership and, in particular, on leadership development is based too much on competencies that pushes towards individualistic interpretations of leadership. In response, they argue that a more relational perspective is needed. During the development of this book the notion of relational leadership consistently emerges as a core theme.