Faculty members who work directly to advance the institutional mission of teaching, learning, and at some institutions, research, represent the core human resource of higher education. They are the stewards of campus leadership and decision making. While the faculty role has changed over time, leadership has remained critical to innovation in teaching, advances in knowledge, and alteration to many campus policies and practices. As several recent publications attest, this leadership role is threatened by a number of current trends. Most notably, the rise in part-time and non-tenure-track appointments, increasing standards for tenure and promotion, the rise of academic capitalism, and heavy service roles for women and people of color. These new factors further hinder faculty leadership by adding to the challenges posed by the faculty socialization process and the tenure system. The sharp rise in the number of part-time and non-tenure-track appointments also negatively affects faculty leadership. Faculty in these non-traditional appointments often have other full-time jobs, may work at several different universities, are generally not compensated for service or governance--and, indeed, are often actively excluded from these processes. For these reasons, it is difficult for these faculty members to become invested and involved in campus-specific issues and organizational leadership. This article discusses certain campus practices and policies that can reverse or slow the trends impeding faculty leadership.