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The practices of agile software development and DevSecOps (Development integrated with Security integrated with Operations) differ from traditional linear systems of working. The people doing this work - who they are and what they expect - and the way the work gets done in today's tech industry demand a leadership practice specific to this way of working. This book explores leadership practice in today's technology industry using the twelve principles of the Agile Manifesto as a framework. Each of the twelve principles includes a section of key takeaways to help the reader apply the principle in practice. It extends traditional notions of leadership, specifically Complexity Leadership Theory (CLT), to one that is post-heroic, acknowledging the processual, conjunctive and generative nature of leadership relationships. Leader-follower dynamics are complex-they include power dynamics, conflict, ambiguity, and paradox-and technology organizations are complex. This book challenges the suitability of some aspects of complexity theory and offers practices that are more suitable for leading today's technology organizations.