Everything that surrounds us has an element of design, even in the ecosystem we inhabit. This thought allows us to think of shaping or even governing ways for design to manifest. If design is everywhere, design thinking is human-centred, user-centric, has empathy and ends with giving a rich experience to users with products or services. This chapter narrates the rise of design thinking to design leadership from the ages of ‘us’ as having passionate careers, being skilled doers and thereby addressing market needs driven by the end experience of consumers. In the shift of times, design has become the centre of the enterprise, where products or services have to stay with its consumer always. These thoughts cumulatively have triggered the need for design leadership to make the abstract specific, making vision turn tangible, where visual means or deliverables are at the centre stage and ensuring constant team alignment. In a nutshell, design leaders use design to integrate empathy with vision, inclusivity with advocacy, and engagement with empowerment to align the vision and mission of the team members to empower each team member and ensure the process of human-centred user needs. Individuals in the roles of team championship harbour the requisites and create conditions for a new solution to emerge. Therefore, companies with innovation and design as in-built departments need leaders with a vision to generate radical solutions involving new forms of collaboration, human-centred, new opportunities for ‘yeses,’ user-centric, and delivering lasting impact.