Abstract This perspective paper explores how transdisciplinary research can advance leadership for climate action. Based on a two-year collaborative inquiry, we argue that dominant, individual-centric models—typically rooted in charisma, hierarchy, and expertise—are inadequate for addressing crises entwined with justice, democracy, and sustainability. Instead, we conceptualize leadership as relational and collective, emphasizing reflexivity, co-production, and social learning. Examples from academia and mutual-aid networks illustrate co-leadership practices, with implications for advancing a new form of transformational leadership for climate action.
Collective et al. (Sat,) studied this question.