This book culminates more than 40 years of serious reflection on the application of Human Systems Thinking to the attainment of Leadership Effectiveness. My intent is to bring potent leadership insights to a global population in government, business, and social organizations. I originally conceived of this message during my "hands-on" consulting experience as the Chief Executive Officer of the Systems Management Institute I California. This work is not the result of a project completed in isolation. Without a doubt it is a labor of love. Writing a book like this was not a piece of cake. It was an effort ignited by deep curiosity spanning many decades. I have known many leaders without this title and have known many Leaders with this title. Some of both belonged in the place of the other I also acknowledge the daily struggles of friends, clients, and colleagues who ignited my curiosity about the contemporary gap in Leadership Thinking and Leadership Action. Their comments about Human Systems Complexity, or HSC, first caught my attention and subsequently sparked my interest in the current range of problems emerging from the impact of technological innovation on enterprise leadership. Although they are too many "Thought Leaders" to thank individually, I am grateful for the trust and confidence they shared with me regarding their observations and complaints. High on my list, I am grateful to my former colleague, Dr. Gene Kerfoot, Ph.D. for his kindness and friendship throughout the 90s and early 21st Century. I enjoyed our stimulating conversations and will remember them for the remainder of my life. They have become some of my fondest memories of the 1990s. I will always cherish Gene's encouragement in writing this book. I am finally doing it. I especially thank Gene for his insight on the nature of competence and his many contributions to my understanding of adult learning. I am especially grateful to him for revitalizing my interest in clinical psychology. I miss his wisdom and friendship more than ever.