Abstract
Using the four main arts of leadership, this chapter summarizes the issues and forms a conclusion from across all the topics previously discussed. It argues that it may well be a requirement of all human organizations that some individual or group takes responsibility for ensuring its direction and secures the interests of the members. It also argues that it may be the case that many of the society's problems stem not from what the leaders do but from what the followers let them get away with. It notes that the power of leaders rests not in themselves, as a possession, but in their followers, as a network of relationships. It also argues that the trick of leadership is to develop followers who privately resolve the problems leaders have caused or cannot resolve, but publicly deny their intervention. It then provides a comparison of the different images of leadership.