We consider recent literature addressing intersections of critical leadership and critical diversity in health and social services, engaging critically and sociologically with how leadership engages with diversity, how diversity engages with leadership. By reviewing the extant literature, we contend that leadership and diversity are not fixed entities but moveable feasts rarely amenable to easy scrutiny. We found several sources engaging the critical intersection of leadership and diversity in practice beginning to present a decade ago, and increasing in the past five years which consistently express growing dissatisfaction with traditional methodologies which overlook issues of power, context and ambiguity, and which espouse an urgency to access updated methodologies. We discuss this literature, proposing analytical approaches, engaging intersectional insights, and consider some of the implications of these findings. We conclude that the imagined binaries, leadership and diversity are more often in practice inverted where leadership develops unassumingly as a by-product of diversity.