In this chapter, I aim to define leadership as a crucial social and organizational function. In its simplest form, leadership can be understood as a process of negotiation. This perspective contrasts with the widely accepted “big-hero” myth, which portrays leadership as an individual exerting control over an organization and its employees. By framing leadership as inherently social, I will explore it through a dialogical, interpretative, and semiotic lens. From this viewpoint, leadership emerges as a field of meaning-making negotiated between the leader and the follower, situated between the current state (“what-is”) and an aspirational state (“what-should-be”). This approach offers a dynamic understanding of leadership as a phenomenon. I conclude the chapter by advocating for a shift in focus toward the alignment between the purposes of leaders and employees, as this connection fosters an adaptive environment that supports the emergence of effective, adaptive leadership.