This chapter integrates the book’s central ideas into a cohesive practice for leading in the age of AI, defining leadership as a design discipline rather than a fixed playbook. Design is presented as the deliberate act of orchestrating human judgment, AI capability, and organizational systems to sustain clarity and adaptability amid complexity. The chapter unifies earlier frameworks—Who Leads in the Human-AI Dance, How the Dance Flows, and How to Adapt the Dance—with the reframing cycle and competencies of learning, cognition, and knowledge bridging. Through cross-sector examples in business, healthcare, and national security, it demonstrates how leaders detect and recover from framing, alignment, and suppression errors that distort contextual fit between human and AI contributions. A set of six change management practices such as reinforcing iterative framing, building psychological safety for questioning AI outputs, and aligning AI use with organizational values translates these frameworks into daily routines. Ultimately, the chapter reframes leadership as continuous dynamic design, where success lies not in avoiding AI errors but in detecting, interpreting, and realigning faster than complexity unfolds. The Leader’s Design turns the dilemma between human and artificial intelligence into an enduring organizational capability for adaptive, reflective, and value-aligned decision-making.