In Australia, Aboriginal and Torres Strait Islander Peoples are underrepresented within the workplace in leadership and employment (Leroy-Dyer, 2022; Eva et al., 2025). While Indigenous leadership and employment initiatives have been developed in an attempt to increase Indigenous representation in leadership positions and create employment opportunities, there still remains a significant gap between Indigenous and non-Indigenous peoples. Increased Indigenous employment and leadership ultimately contribute to economic and social well-being for Indigenous communities, so why are these initiatives failing? To date, most initiatives have been government-led; however, in recent times, private sector organizations have been developing initiatives in the form of Reconciliation Action Plans (RAPS), Indigenous employment strategies with employment targets and identified positions, and implemented cultural competency training (Eva et al., 2025; Leroy-Dyer, 2016; Leroy-Dyer, 2022; Leroy-Dyer, 2023; Leroy-Dyer, 2024; Leroy-Dyer and Menzel, 2023). Initiatives such as these aim to address not only the historical disadvantages that Aboriginal and Torres Strait Islander Peoples have faced (Leroy-Dyer 2021), but also the ongoing context which prevent Aboriginal and Torres Strait Islander Peoples from accessing leadership and employment in the workforce, such as racism and discrimination (Brown et al., 2020; Henry and Leroy-Dyer, 2025; Leroy-Dyer and Menzel, 2023). Despite this, we are seeing a shift to include and embed Indigenous leadership principles and methodologies, which is challenging the western leadership models and transforming research practices and organizational approaches (Kiatkoski Kim et al., 2021; Coates et al., 2023; Ruwhiu and Elkin 2016). While there has been an increase in employment outcomes, the gap remains significant. This entry aims to cut through the rhetoric and provide tangible solutions to ensure Indigenous leadership and employment in Australia.