Toward an ecocentric leadership as stewardship framework: Insights from fostering transformative partnerships and collective practice

In response to the escalating ecological crises, this article introduces ecocentric leadership as stewardship as a transformative framework grounded in ecocentrism, relational ontology, and kinship. Transcending anthropocentric paradigms, the proposed framework is rooted in an understanding of humans as nature, emphasizing our interrelatedness with all forms of life and matter. This study—not originally designed as a research project—employs a mixed-methods design to explore the theoretical foundations and practical application of this leadership framework in transdisciplinary systems change initiatives. Phase 1 stemming from practice involves conceptual development through literature review and cooperative inquiry among the authors, integrating insights from ecocentric leadership, collective leadership, complexity leadership theory, and practical knowledge. It proposes a leadership framework rooted in ecocentrism and highlights its multidimensionality and systemic embeddedness. Phase 2—although intertwined—applies and refines the framework through a participatory case study of the World Ethic Forum and its partnership with the World Future Council, as well as a local village. Through cooperative inquiry, participatory action research, interviews, thematic analysis, and reflective practice, we examine how ecocentric principles foster transformative partnerships that move beyond hierarchical and anthropocentric worldviews. Findings suggest that ecocentric leadership as stewardship encourages co-responsibility for the commons, relational engagement, and context-sensitive governance. By situating leadership within an eco-social systems perspective, the study bridges theory and practice, offering a framework for addressing complex, interdependent challenges of the polycrisis. Furthermore, it highlights the importance of practicing and embodying connection to self, others, and nature as the preconditions for transformation leading to greater health for the whole. The article concludes with reflections on developmental learning edges and a proposal for future research, advocating iterative processes and collective practices as essential for evolving leadership paradigms fit for the polycrisis era.