With the premise that ontological assumptions about Homo academicus and Homo academicus dux (the academic leader) must include knowledge and analysis of the organisational context where they act, this chapter sets out to challenge some common (and we argue incorrect) assumptions in contemporary management literature regarding how power is distributed, the role of dependencies among units and practices, and how a sense of belonging is formed. Three (alternative) conditions are introduced—reversed hierarchy, lateral independence, and community-based belonging—upon which academic practice and leadership implications are discussed. The alternative conditions thus explain why and how Homo academicus and Homo academicus dux acts the way (s)he acts, which consequently makes out the contours of a new academic rationality.