The study of leadership remains one of the most prevalent and perplexing topics of study for both theorists and practitioners alike. Every theory and model proposed offers the promise of success, yet these theories never quite deliver what is intended. Theory itself is not at fault and neither is the execution of any particular premise. The issue is that most theories seek only one best solution-that one answer that will serve as a panacea for all the ills of every organization. This book makes no such claim and, in fact, argues against a one-size-fits-all theory. In an age of multidimensional diversity and growing workplace complexity, any singular choice made in regard to leadership will only be partially successful at best. This being the case, leaders should stop seeking the perfect leadership scenario or theory and begin to integrate the better parts of all relevant theories already available, thus creating a model that best fits the organization's particular set of circumstances. To do so however requires a different view of organizations themselves. We must discard the pyramid-shaped organizational chart and design organizations around relationships that place the follower first where the leadership emphasis is on enhancing each individual, thereby allowing each individual to enhance themselves and thus the organization. This approach is called affective leadership.