Aliveness is an intuitive and desired human experience, yet it remains underexplored in the field of positive psychology. This Capstone explores aliveness as a distinct pathway to well-being that complements and transcends existing models. I define aliveness as a state of being in which we are fully present in our humanity and connected to self, others, and life. Drawing from positive psychology, Eastern wisdom traditions, and systems thinking, this study investigates how aliveness can be understood and cultivated at both individual and organizational levels. The research comprises three modes of inquiry: an autoethnographic narrative; a qualitative study involving interviews with individuals and experts; and an integrative literature review. Key insights were synthesized into two models: the Aliveness Model for Individuals, which proposes six principles of aliveness organized around Connection to Self, Others, and Life; and the Organizational Aliveness Model, which reframes organizations as living systems that flourish through empowering individuals and fostering deep connections. Rather than offering a checklist, both models serve as invitations for reflection and practice. Leaders and changemakers can draw on these findings to foster aliveness in themselves and in the communities and systems they shape—helping to build a more human, vital, and life-affirming world.