Pacific Early Career Academics Network (PECAN) is examined as a case study of collective, relational leadership in academia, illustrating Pacific (Moana) leadership theory and practice in action. Established in 2020 at Waipapa Taumata Rau (University of Auckland) to address the severe underrepresentation of Pacific academics, PECAN adopts a dual strategy that is both “inside-out,” translating institutional equity policies into practice, and “bottom-up,” grounded in Pacific cultural values and relational approaches. This chapter explores how Pacific concepts of collective, relational, decolonial, and servant leadership inform PECAN’s ethos and activities. Structural challenges facing Pacific early career academics include cultural taxation, misaligned performance metrics, identity performance pressures, and employment precarity are examined, alongside how PECAN transforms these tensions into platforms for empowerment and institutional change. PECAN’s initiatives (e.g., talanoa-based mentoring writing retreats, collaborative research projects, cultural competency workshops) demonstrate how Pacific early career academics exercise collective leadership to support one another and influence university practices. The case of PECAN is situated within broader Moana leadership scholarship, highlighting Indigenous Pacific notions of leadership as service (tautua), relationship-centred community building (vā), and shared responsibility. This collective leadership approach exemplifies how marginalized groups can drive organizational change through culturally grounded, servant-oriented, and decolonial leadership practices.