In this paper we review current practices for developing and promoting academic leadership in universities. We consider the forms of leadership that are appropriate for academic organisations, while exploring the types of leadership favoured by recruitment and promotion committees. Using the Australian higher education context as a case study, we critique the current situation as promoting a restricted form of leadership focused on technical leadership within an academic discipline, rather than the broader array of leadership skills necessary for effective academic leadership. We go on to consider a number of ways in which this broad range of leadership skills can be fostered and developed within academe.