When I heard the term agile leadership for the first time, a whole host of problems sprang to mind. Yet again, the word agile had been put in front of an established concept to upgrade its image – just like agile requirements engineering, agile testing and, for that matter, agile knitting. I was initially optimistic – leadership could use an agile makeover, I thought. I soon discovered, however, that the term was only being used as part of a push to form elites, consolidate traditional career pathways, and even as an excuse for managers to avoid shouldering any responsibility at all as part of some new nonsense about leadership. Behind all this frustration, however, there is the option to see agile leadership as a major opportunity to understand how leadership should look in a world of work that has embraced agile values. Parts 1 to 3 have told two stories from two companies, illustrating that Scrum is agile leadership. This part summarises the theory and provides a few useful tips for getting started in practice.