There are many hundreds if not thousands of registrars--unsung leaders in U.S. higher education who often may be "unseen" but who are both quite present and surprisingly influential. Leadership styles among them vary somewhat, but many of them practice what the author calls "inconspicuous" leadership. "Inconspicuous" is not the same as "silent" or "acquiescent." Leadership requires confidence, which, unfortunately, may on occasion be misconstrued by the insecure as self-importance or arrogance. Nevertheless, it is important to be confident about one's expertise and not hesitate to share it with others. Why, then, do so many registrars not believe themselves to be influential institutional leaders? The author opines that the answer lies in how leadership is often defined, and suggests that registrars need to assess and strengthen their leadership roles and envision how their role can contribute even more to the campus environment.