From the perspective of resource-oriented approaches to political leadership, leaders are powerful and likely to be seen as eminent if they command a decent set of resources and are able to use these resources adroitly. Constraints are usually conceptualized as the exact opposite to resources and considered to shackle leaders, limit their capacity, and make them less eminent. This article launches two related criticisms of this widely held view: First, many constraints, usually conceptualized as the opposite to resources, tend to be ambiguous in character; some of them may even provide opportunities to demonstrate an actor’s particular leadership qualities. Getting hold of this phenomenon is facilitated by reconceptualising constraints as potential ‘negative resources’. Second, while leaders commanding limited resources and facing major constraints may, after all, be still less predominant than resource-rich ‘strong leaders’, the ongoing transformation of contemporary notions of ‘good leadership’, which values collaboration and exchange over domination and control, looks set to benefit this type of leaders in terms of recognition and perceived performance. Empirically, the focus of this article is on political chief executives, that is, presidents and prime ministers.