In complex governance systems, innovations may emerge, not controlled by a single leader, but enabled by many. We discuss how these leaders are embedded in networks and which strategies they use. The theoretical framework is based on Complexity Leadership Theory. We conducted participatory observation in two Dutch case studies: a regional agricultural development in the Venlo region and an urban redevelopment in the city of Amersfoort. These studies reveal leadership strategies creating conditions that are favorable for the emergence of complex innovations.