This section concentrates on those critical leadership insights regarding libraries and their purpose, their identity and complex relationships with their communities (organisation, patrons, library staff and globally). It situates their own existence against a disrupted and volatile information landscape where openness and structures are fluid and uncertain. Contributions highlight the transferability of leadership concepts between different types of library (academic, medical and corporate) and point to the need for cross-sector learning and leadership profiling, and quickly, since all library (business) sectors are facing ‘grand challenges’. Hence the section is in effect a call to action for library staff, both locally and internationally, to optimise opportunities to place libraries at the centre of successful and sustainable business change. Chapters draw out the consequences of leadership inactivity and silo working, and advocate for increased radical thinking, pro-activity, collaboration and power-sharing. The disruption inherent in this section – that ‘Librarians are an out-moded profession … a role looking for a purpose that no longer exists’ – is dealt with head on, recommending practical steps to be taken and attributes that must be present to lead boldly and to prepare the next generation of library professionals and enable expansive thinking. Engagement with communities (however defined) at all levels is deemed imperative, including envisioning, outreach and service co-design. These leadership activities and associated behaviours are a strategic matter for libraries and library leaders. The strategic alignment and relevance of the library have never been more important – or possible – as demonstrated by these rich case studies.