text stringlengths 102 512 | source_url stringclasses 13
values | source_title stringclasses 13
values | source_domain stringclasses 11
values | license_type stringclasses 3
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.28 0.71 | quality_score float64 0.54 0.89 | topics stringlengths 2 80 | character_count int64 102 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-04-15 09:33:24 2026-04-15 09:33:26 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
tudent in this dorm will go running is quite low. The Behavioral State Score for this behavior is low. The biggest issues are: Ability The ability of the college students to engage in running is markedly limited by their environment and lifestyle. Dorm life tends to be chaotic and loud, often disrupting sleep patterns ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.494 | 0.85 | ["leadership", "interview"] | 465 | Transformational Leadership | topic | 2026-04-15T09:33:25.187706 | [
0.054953545331954956,
-0.030953895300626755,
0.030134480446577072,
0.06141633912920952,
0.08166143298149109,
-0.007243090309202671,
-0.05421825125813484,
-0.053309276700019836,
-0.08756774663925171,
-0.0077988398261368275,
-0.07587172836065292,
-0.024142447859048843,
0.028260303661227226,
... | ||
is sleep-deprived, resulting in general fatigue. This lethargy makes it difficult for them to find the energy for exercise, particularly a demanding activity like running. Social Status Many of the high status / social norm behaviors in this environment work against their ability to stay in a physical condition that en... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.387 | 0.846 | ["crisis"] | 462 | Transformational Leadership | topic | 2026-04-15T09:33:25.187771 | [
0.0714014545083046,
0.05591991916298866,
0.012956825084984303,
0.10088934749364853,
0.07289112359285355,
0.011256007477641106,
0.003918996546417475,
-0.02887798100709915,
-0.010379422456026077,
-0.02827174961566925,
-0.008720582351088524,
-0.008706847205758095,
-0.03430303931236267,
-0.023... | ||
cause of a lack of sleep and heavy alcohol usage. They are generally not in a great, energetic and peppy mood during the day. Their emotional state is not conducive to exercise/energy intensive behavior. Perception There is a general, inaccurate, perception that they are strapped for time and overwhelmed with homework,... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.498 | 0.862 | ["family"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.187823 | [
0.09516880661249161,
0.01730075478553772,
0.0304500050842762,
0.12791649997234344,
0.08734461665153503,
0.004635014571249485,
0.01874571293592453,
-0.014170801267027855,
-0.008008533157408237,
-0.0024658648762851954,
0.0046323370188474655,
-0.07353353500366211,
-0.08111197501420975,
0.0055... | ||
of pressures for partying, drinking, and other behaviors, but there are no obvious social cliques that are encouraging running and cardiovascular fitness. In other words: there is no social norm for this behavior, but there are strong social norms for counterproductive behaviors. Influencing the components To get these... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.314 | 0.86 | [] | 486 | Transformational Leadership | topic | 2026-04-15T09:33:25.187868 | [
0.05262603238224983,
0.01913667470216751,
-0.017373623326420784,
0.021360864862799644,
0.057537175714969635,
-0.0010075164027512074,
-0.09423281997442245,
-0.06958556920289993,
-0.06393983960151672,
-0.02201671712100506,
0.002985327737405896,
0.042061757296323776,
0.002866777591407299,
0.0... | ||
ability the students in the dorm will go running. Based on this analysis, I don’t believe it’s likely we’ll be able to move the needle all that much. After all, the motivations and priorities of the students are not well aligned with this behavior, and the social pressures present in this environment make running-inhib... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.385 | 0.872 | ["motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.187936 | [
0.06706240028142929,
0.018919678404927254,
-0.0359838642179966,
0.005821083672344685,
0.020066622644662857,
-0.005583904683589935,
-0.0509851835668087,
-0.05505381524562836,
-0.10243547707796097,
-0.01661701314151287,
0.0582355372607708,
0.07951746881008148,
-0.010429207235574722,
0.061210... | ||
ange the social norms in this group and get them to change their eating, sleeping, and social habits. Oh, and we’d also need them to change their perception of how much free time they have available. Changing one of these things may be possible, but changing them all? Nearly impossible. Whenever we do a Behavioral Stat... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.337 | 0.86 | [] | 453 | Transformational Leadership | topic | 2026-04-15T09:33:25.187988 | [
0.043377041816711426,
0.07895355671644211,
0.014835941605269909,
0.06452778726816177,
0.004078419413417578,
0.030712595209479332,
0.003918757196515799,
-0.10197798162698746,
-0.07229108363389969,
-0.005983002949506044,
0.04843636974692345,
-0.09707499295473099,
-0.05767758935689926,
0.0454... | ||
sen behavior is wrong for the group in question . In these situations, the next step is to go through the Behavioral Strategy process to choose the right behavior for the group. If our overarching goal is to increase the health of these college students, we don’t need to be hung up on running. There are dozens of ways ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.382 | 0.882 | ["strategy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.188042 | [
0.05234770476818085,
0.01384713500738144,
0.01909313164651394,
0.002536407206207514,
-0.007876229472458363,
-0.03214872255921364,
0.000333756092004478,
-0.015071995556354523,
-0.11719958484172821,
0.012573515065014362,
0.08081069588661194,
0.008934350684285164,
-0.07722419500350952,
0.0013... | ||
ables Drink less alcohol Eat fewer sweets and desserts Drink less soda Get more sleep Drink more water I think you get the idea. It’s quite likely that one of these behaviors would be a much better fit for this group. If we choose the right behavior, we’ll get compliance and will achieve our goal of making this target ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.532 | 0.854 | ["strategy"] | 424 | Transformational Leadership | topic | 2026-04-15T09:33:25.188097 | [
0.05372975021600723,
0.07454709708690643,
0.003917863592505455,
0.06285616010427475,
-0.004575413651764393,
0.07612969726324081,
0.045398078858852386,
-0.06146249920129776,
-0.09746968001127243,
-0.017271457239985466,
0.05782254412770271,
-0.0515107661485672,
-0.027797633782029152,
0.04069... | ||
rategy. That’s a topic you can learn about here . However, I do think it’s important for you to realize that not all behavior change goals are attainable, and it’s often necessary to come up with a new strategy when a Behavioral State analysis for a given behavior leaves much to be desired. End of Lesson 1 -Jason P.S. ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.39 | 0.736 | ["strategy", "interview"] | 485 | Transformational Leadership | topic | 2026-04-15T09:33:25.188159 | [
-0.001939804875291884,
0.019459513947367668,
0.012559488415718079,
-0.02465384267270565,
0.03259017691016197,
0.0647684782743454,
0.008934032171964645,
-0.009079614654183388,
-0.0354725681245327,
0.0387469083070755,
-0.01517684105783701,
0.011515540070831776,
0.03344901278614998,
0.0461027... | ||
remote talent, check out my company . P.P.P.S. If you have a behavior change problem you've been struggling to solve, respond to this email. Would love to learn more. | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.562 | 0.61 | [] | 168 | Transformational Leadership | topic | 2026-04-15T09:33:25.188219 | [
-0.018379442393779755,
-0.08074275404214859,
0.06777132302522659,
-0.008895354345440865,
-0.0057646287605166435,
0.025131702423095703,
0.02701522596180439,
-0.030694998800754547,
-0.047164592891931534,
-0.0020241665188223124,
-0.04310712590813637,
-0.006843231152743101,
0.0075359405018389225... | ||
Advancing transformational leadership for climate action Download PDF Download PDF Subjects Environmental studies Politics and international relations Social policy Sociology Abstract This perspective paper explores how transdisciplinary research can advance leadership for climate action. Based on a two-year collaborat... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.627 | 0.822 | ["leadership", "philosophy", "communication", "governance", "economy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.383002 | [
0.015402044169604778,
0.027742188423871994,
0.03977116197347641,
0.06083623319864273,
-0.017880208790302277,
-0.004284549504518509,
-0.09078735113143921,
0.0034842954482883215,
0.020263485610485077,
0.07267135381698608,
-0.04449436068534851,
-0.006028372794389725,
0.021936332806944847,
0.0... | ||
ssing 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... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.622 | 0.826 | ["leadership", "philosophy", "networking", "governance", "social_justice"] | 499 | Transformational Leadership | topic | 2026-04-15T09:33:25.383175 | [
0.013931522145867348,
0.03149263188242912,
0.02912568673491478,
0.047016438096761703,
0.04939712956547737,
0.04397106170654297,
-0.09596986323595047,
-0.08202505856752396,
0.007945810444653034,
0.035674385726451874,
-0.05239759758114815,
0.03832875192165375,
0.02250729687511921,
0.04966060... | ||
rtunity for regional leadership beyond the State? Article Open access 13 February 2024 Leading by example from high-status individuals: exploring a crucial missing link in climate change mitigation Article Open access 27 September 2024 A typology of the climate activist Article Open access 01 December 2023 What is tran... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.622 | 0.708 | ["leadership", "strategy", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.383573 | [
-0.010558201931416988,
0.04961654543876648,
0.04652847722172737,
0.07626577466726303,
0.011699168011546135,
0.04480155184864998,
-0.10932861268520355,
-0.07258602231740952,
-0.02863319218158722,
0.02510121837258339,
-0.015810398384928703,
0.026704611256718636,
-0.012999708764255047,
0.0137... | ||
tical contexts 1 , 2 , the ways we envision and practice leadership in academia and beyond are becoming increasingly critical. Contemporary political figures, like Donald Trump in the United States or Vladimir Putin in Russia, emerge from distinct national trajectories yet share significant personal agency in shaping g... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.507 | 0.826 | ["leadership", "strategy"] | 420 | Transformational Leadership | topic | 2026-04-15T09:33:25.383789 | [
0.03669068217277527,
-0.03794142231345177,
-0.01643277145922184,
-0.021029606461524963,
0.040194321423769,
-0.014644964598119259,
0.04300367459654808,
-0.017156900838017464,
0.009267841465771198,
-0.0033375511411577463,
-0.01287954393774271,
0.0185916218906641,
0.008196827955543995,
0.0575... | ||
attern of authoritarian-populist politics 3 , 4 . This pattern is grounded in extractivist nationalism, ethno-supremacist imaginaries, systematic disinformation, and the strategic erosion of democratic institutions. In addition, populist governance strategies systematically undermine transformative climate action, not ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.539 | 0.816 | ["philosophy", "strategy"] | 463 | Transformational Leadership | topic | 2026-04-15T09:33:25.383903 | [
-0.006925459485501051,
-0.01710440404713154,
0.026239607483148575,
0.02411387860774994,
0.10214708000421524,
-0.062518410384655,
-0.044595275074243546,
-0.050868768244981766,
0.013101029209792614,
-0.03018863871693611,
0.010474997572600842,
-0.01989840902388096,
-0.02595505304634571,
-0.00... | ||
climate and sustainability science itself 5 , 6 . Simultaneously, authoritarian leaders often promote and embody modes and imaginaries of leadership that emphasize individual (masculine) charisma, top-down hierarchical structures, and market-oriented technical fixes to complex societal concerns, while largely neglectin... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.43 | 0.838 | ["leadership", "ethics"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.383961 | [
0.054553575813770294,
0.06363774091005325,
0.05030561238527298,
0.11965230852365494,
0.05499909818172455,
-0.042287424206733704,
-0.05943099036812782,
-0.09390861541032791,
-0.025388294830918312,
0.02230260707437992,
-0.012690178118646145,
0.0025671415496617556,
-0.006000906229019165,
-0.0... | ||
hors) have engaged in an ongoing inquiry into the meaning and enactment of leadership within the terrain of transformative research. Our collaboration began with participation in the Postdoc Academy for Transformational Leadership 7 , a 2-year training program for early-career researchers practicing transformative and ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.66 | 0.834 | ["leadership", "philosophy", "communication", "career", "economy"] | 486 | Transformational Leadership | topic | 2026-04-15T09:33:25.384018 | [
-0.059614527970552444,
0.07916224747896194,
0.05452333763241768,
0.09685694426298141,
-0.013009512796998024,
0.00004992400499759242,
-0.08511079102754593,
-0.03715558350086212,
-0.014958616346120834,
0.03573288768529892,
-0.055249061435461044,
-0.0008711116970516741,
-0.027450354769825935,
... | ||
ext of transformative research on climate action. We approach TTR as a mode of knowledge production that entails engagement with real-world problems oriented toward material and societal transformations 8 . In the context of climate action, we understand transformations as a fundamental restructuring of societal cultur... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.621 | 0.838 | ["philosophy", "leadership", "war_conflict", "education"] | 493 | Transformational Leadership | topic | 2026-04-15T09:33:25.384075 | [
-0.016357604414224625,
0.06637051701545715,
0.057045407593250275,
0.06369756907224655,
-0.009880218654870987,
-0.02951100654900074,
-0.0433158315718174,
-0.04198506474494934,
-0.004028146155178547,
0.060069385915994644,
-0.01258549839258194,
-0.029237795621156693,
0.00547074293717742,
0.10... | ||
educed to individuals occupying designated roles. Rather, leadership becomes a relational and situated practice, emergent within existing power relations, collective responsibility, and shared struggle. It is rooted in collective accountability, ecological integrity, and the capacity to challenge oppressive systems 9 .... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.639 | 0.822 | ["leadership", "ethics", "crisis"] | 454 | Transformational Leadership | topic | 2026-04-15T09:33:25.384133 | [
0.009554735384881496,
0.048898063600063324,
0.03024563565850258,
0.04155751317739487,
-0.009101860225200653,
0.0352201983332634,
-0.038596153259277344,
-0.0838741809129715,
-0.049737073481082916,
0.07553733885288239,
-0.036970023065805435,
0.002459209877997637,
0.01210459228605032,
0.01480... | ||
leads?” but also “How is leadership practiced?”. This inquiry called us to examine who holds power and how power is practiced. We have been inspired by groups across the world critiquing dominant leadership styles while proposing, experimenting and doing leadership differently. Examples include experiences of socio-eco... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.502 | 0.842 | ["leadership", "motivation", "economy", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.384223 | [
0.06911849975585938,
0.0706782117486,
0.004192282911390066,
0.07516249269247055,
0.029005741700530052,
0.03163587301969528,
-0.0698389858007431,
-0.06635202467441559,
-0.02718275599181652,
0.06992786377668381,
-0.01927136443555355,
-0.008272716775536537,
0.01278004515916109,
0.023414976894... | ||
ndón View author publications Search author on: PubMed Google Scholar Geronimo Gussmann View author publications Search author on: PubMed Google Scholar Johan Holmén View author publications Search author on: PubMed Google Scholar Consortia TRACTION Collective Contributions T.C. is the name of the author collective. N.... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.499 | 0.676 | ["strategy"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:25.384279 | [
-0.02330842986702919,
-0.013081994839012623,
0.016618695110082626,
0.029833989217877388,
0.014333202503621578,
-0.006148627959191799,
-0.06761739403009415,
0.09113295376300812,
0.010401246137917042,
0.01896088570356369,
-0.022915739566087723,
0.06971053779125214,
-0.03544041886925697,
0.01... | ||
nities collaboratively taking charge of climate change adaptation 12 . Building on responses to dominant forms of leadership, we point to the urgent need for alternative imaginaries and practices of leadership that move beyond extractivist hierarchy and toward generative, collaborative, and justice-oriented practices. ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.627 | 0.836 | ["leadership", "economy", "philosophy", "crisis", "social_justice"] | 508 | Transformational Leadership | topic | 2026-04-15T09:33:25.384336 | [
-0.012517640367150307,
0.04172274097800255,
0.04745567589998245,
0.03930579870939255,
0.04860158637166023,
0.012938311323523521,
-0.08926428854465485,
-0.06836322695016861,
0.009891175664961338,
0.027689212933182716,
-0.06318089365959167,
-0.040541987866163254,
-0.007280954625457525,
0.075... | ||
borative leadership beyond traditional models 9 . Transformative leadership for climate action needs to embrace this complexity and the tensions of collaboration while creating structures and relationships where such collaborations can be practiced. In this paper, we explore what transformational leadership for climate... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.472 | 0.852 | ["leadership", "philosophy", "communication", "economy", "rhetoric"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.384391 | [
0.001947515644133091,
0.04879406467080116,
0.04060596600174904,
0.05661933496594429,
0.0006694025360047817,
-0.010192968882620335,
-0.060675159096717834,
-0.05363865941762924,
0.03658400848507881,
0.02510698512196541,
-0.03598940372467041,
-0.015742508694529533,
0.030351469293236732,
0.065... | ||
n academic literature, moving away from the conventional individual-centric, authoritarian leadership that encourages individual gain. We then discuss how three central principles of TD research, namely, knowledge co-production, social learning and reflexivity, can provide building blocks for realizing transformative l... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.481 | 0.822 | ["leadership", "education", "philosophy"] | 470 | Transformational Leadership | topic | 2026-04-15T09:33:25.384486 | [
-0.0017397496849298477,
0.04900330677628517,
0.03159693628549576,
0.07730463892221451,
0.014347813092172146,
0.022203346714377403,
-0.041267070919275284,
-0.036778852343559265,
-0.012307442724704742,
0.10710550844669342,
0.008010108955204487,
0.02788206934928894,
0.030574407428503036,
0.05... | ||
where these principles have been put to practice. We address researchers engaged in climate action and underline the need to pay attention to the role of leadership. We are guided in this pursuit by our experiences as transdisciplinary (TD) researchers who engage with societal actors in addressing climate action both w... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.477 | 0.854 | ["leadership", "communication", "salary"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.384611 | [
0.0022679867688566446,
0.046656738966703415,
0.05706774815917015,
0.11644461005926132,
0.007291517686098814,
-0.01314584631472826,
-0.06912097334861755,
-0.05565917119383812,
0.039564743638038635,
0.06409667432308197,
-0.08394590020179749,
-0.03640728443861008,
-0.00932708103209734,
0.0783... | ||
is narrowly defined as a mechanism for organizational efficiency within capitalist frameworks. In contrast, they advocate for a critical theory of leadership that interrogates the structural, cultural, and political contexts in which it operates. Harrison 14 provides a comprehensive review of leadership theory, surveyi... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.479 | 0.824 | ["leadership"] | 452 | Transformational Leadership | topic | 2026-04-15T09:33:25.384698 | [
-0.0015430812491104007,
0.05817041173577309,
-0.047228675335645676,
-0.018743010237812996,
0.02109626680612564,
0.017559116706252098,
0.017836032435297966,
-0.05358467623591423,
0.027412768453359604,
-0.011967575177550316,
0.010265683755278587,
0.052941203117370605,
0.05062859132885933,
0.... | ||
limitations, similar to Chandler and Kirsch 13 . A critical lens resonates with emerging literature on leadership within TD research, where scholars are increasingly questioning the adequacy of conventional individual-centric leadership models in navigating complexity and unruliness. TD research in general emerged as a... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.6 | 0.834 | ["leadership"] | 459 | Transformational Leadership | topic | 2026-04-15T09:33:25.384752 | [
-0.03234940394759178,
0.0016151337185874581,
-0.03160220384597778,
-0.0062951757572591305,
0.04496786370873451,
-0.02651454322040081,
-0.1165260449051857,
-0.01064801774919033,
0.014406098052859306,
0.08596168458461761,
-0.08146967738866806,
0.02575940452516079,
0.004904664121568203,
0.060... | ||
ciety” to “science with society” 15 . Lang et al. 16 present a set of design principles for TD research. Their framework provides empirical grounding for transdisciplinary processes, highlighting the complexity of negotiating knowledge integration, collaboration, and transformation towards sustainability. In that, lead... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.587 | 0.82 | ["leadership", "communication", "war_conflict", "economy", "education"] | 453 | Transformational Leadership | topic | 2026-04-15T09:33:25.384814 | [
-0.02411843091249466,
0.09275338798761368,
-0.03172018378973007,
0.01243299525231123,
0.009686472825706005,
-0.02085234969854355,
-0.07811819761991501,
0.020301321521401405,
0.03914618119597435,
0.09706800431013107,
-0.10706236213445663,
0.023167729377746582,
0.030314752832055092,
0.049821... | ||
ving both scientific and societal considerations. Various scholars have discussed leadership as part of the TD research domain. Questions are raised about how to initiate processes of shared leadership 17 . Chambers et al. 18 call this facilitative leadership, as it is a type of leadership that navigates tensions betwe... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.433 | 0.844 | ["leadership"] | 476 | Transformational Leadership | topic | 2026-04-15T09:33:25.384867 | [
-0.04310658201575279,
0.013407653197646141,
-0.03553363308310509,
0.04702145978808403,
0.020337747409939766,
0.039399199187755585,
-0.04489634558558464,
-0.04821230098605156,
0.007375868037343025,
0.05625142529606819,
-0.07283560931682587,
0.03731033205986023,
0.042754486203193665,
0.03942... | ||
tifaceted role of the TD researcher specifically. They frame TD researchers as transition leaders: individuals who balance the rigour of traditional knowledge systems with the vulnerability of self-reflexive practice, while also intervening in real-time to build capacity and catalyze change. Deutsch et al. 20 introduce... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.486 | 0.822 | ["leadership", "education"] | 446 | Transformational Leadership | topic | 2026-04-15T09:33:25.384928 | [
-0.038208749145269394,
0.017764808610081673,
-0.040436726063489914,
0.03347830846905708,
0.04478513076901436,
-0.034520864486694336,
-0.008755455724895,
0.04844760522246361,
0.04398738220334053,
0.07065539807081223,
-0.045155785977840424,
0.008659092709422112,
0.015943851321935654,
0.05510... | ||
across disciplines, institutions, and realities. They emphasise tensions that are relational and structural: managing complexity without control, enabling shared decision-making amid asymmetries of power, defining boundaries while holding responsibility, and confronting epistemic and institutional misconceptions. Yet, ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.477 | 0.802 | ["leadership", "management", "decision_making", "crisis"] | 433 | Transformational Leadership | topic | 2026-04-15T09:33:25.384986 | [
0.03799843415617943,
0.005050405394285917,
-0.03246374800801277,
0.029318273067474365,
-0.03905455768108368,
-0.03350372985005379,
-0.07909101992845535,
-0.032013945281505585,
0.039691515266895294,
0.03807118907570839,
-0.07218824326992035,
0.05800794064998627,
-0.021065590903162956,
0.030... | ||
p within transdisciplinary processes. Care et al. 9 call for the formation of leadership collectives: groups of individuals across organizations and sectors who lead transformational social change through shared commitment to critical reflection, inclusivity, and care. These collectives shift the frame from leader-as-i... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.464 | 0.842 | ["leadership", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.385039 | [
-0.04423941299319267,
-0.008349618874490261,
-0.034473076462745667,
0.019443035125732422,
0.014645622111856937,
0.043093323707580566,
-0.04749829322099686,
-0.0038506900891661644,
0.05915060639381409,
0.02067727968096733,
-0.004924031440168619,
0.0857531800866127,
0.012972715310752392,
0.0... | ||
ship—lies in what happens when involved actors do not share the same ethical ground. Participatory methods may open space for multiple ways of knowing, but they often leave untouched the harder questions: Whose values guide the work? Whose knowledge is recognized? When worldviews collide and shared axiologies are absen... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.532 | 0.824 | ["ethics", "education"] | 428 | Transformational Leadership | topic | 2026-04-15T09:33:25.385090 | [
0.06968482583761215,
0.03497696295380592,
-0.02945815771818161,
0.005178775638341904,
0.014171265065670013,
0.026585904881358147,
-0.033247556537389755,
-0.03215135261416435,
0.013412637636065483,
0.043232060968875885,
-0.01184619776904583,
0.00023256165150087327,
-0.056763265281915665,
0.... | ||
processes reproduce inequalities and exclusions. Taken together, these diverse and often diffuse conceptions of leadership, when read alongside dominant leadership theories, views and practices, highlight the potential of TD research to reimagine what leadership might entail and how it can be enacted. Yet the field rem... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.555 | 0.844 | ["leadership", "communication", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.385145 | [
-0.0576697513461113,
0.0055266013368964195,
0.023088347166776657,
-0.00902886874973774,
-0.016657298430800438,
0.021692870184779167,
-0.045237716287374496,
-0.03207900747656822,
0.06032542884349823,
0.02930431067943573,
-0.05990750342607498,
0.016094103455543518,
0.08595426380634308,
0.031... | ||
ng the urgency to advance leadership models capable of enabling just and effective climate action. Transformational leadership as relational process In this section, we connect the offerings made by TD research to lay the foundation of transformational leadership for climate action as a relational process. We understan... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.647 | 0.864 | ["leadership", "philosophy", "war_conflict", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.385219 | [
-0.027913859114050865,
0.020038871094584465,
0.034349218010902405,
0.07317869365215302,
-0.02550298348069191,
0.012730113230645657,
-0.08151916414499283,
-0.01575971394777298,
0.04102878272533417,
0.08405499160289764,
-0.07619241625070572,
-0.003697636304423213,
0.08535651862621307,
0.0893... | ||
modes of knowledge production towards building a foundation for transformational leadership needed for climate action. We focus on three interconnected building blocks, central to TD research: knowledge co-production, social learning and reflexivity 22 , 23 . Knowledge co-production Knowledge co-production processes in... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.604 | 0.824 | ["education", "leadership", "war_conflict", "economy", "philosophy"] | 453 | Transformational Leadership | topic | 2026-04-15T09:33:25.385273 | [
0.03406219556927681,
0.006471903994679451,
-0.014761603437364101,
0.07560156285762787,
-0.00003627061960287392,
0.018923472613096237,
-0.03955364599823952,
-0.04281127080321312,
-0.013980074785649776,
0.08047976344823837,
-0.005408563185483217,
-0.029632335528731346,
0.038014717400074005,
... | ||
ge within a specific area, issue, or context 24 . This is achieved by co-developing, co-designing, and co-evaluating research questions, methods, and results. Consequently, such processes challenge existing hierarchies in knowledge production and instigate transformative change 25 . For transformative leadership, we st... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.453 | 0.826 | ["leadership", "education", "philosophy", "crisis", "war_conflict"] | 470 | Transformational Leadership | topic | 2026-04-15T09:33:25.385325 | [
0.04448878765106201,
0.06445237249135971,
0.02206186205148697,
0.027072444558143616,
0.047685425728559494,
-0.004805681295692921,
-0.0510064922273159,
-0.008077687583863735,
-0.03862180933356285,
0.05168403685092926,
-0.01686677522957325,
0.0009187015239149332,
0.024121301248669624,
0.0984... | ||
s more collaborative, open and diverse practices. Iterative cycles are required for collaborative refinement whilst acknowledging differences among actors and knowledges. Transformative leaders may find themselves balancing between diverse and conflicting agendas, and face various forms of domination and power 18 . The... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.608 | 0.84 | ["economy", "philosophy", "leadership", "decision_making", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.385404 | [
0.0443640872836113,
0.01972130499780178,
0.0463525727391243,
0.042297858744859695,
0.02040592022240162,
0.009904454462230206,
-0.04716218635439873,
0.000848977011628449,
-0.007178719155490398,
0.07927822321653366,
-0.08428095281124115,
-0.02062178961932659,
-0.011829555034637451,
0.0901899... | ||
which may be initiated and facilitated by transformational leaders. Acknowledging and including diverse knowledges and experiences can help transformational leaders to better understand what climate action works, for whom, to what extent, under what circumstances, and why. Social learning We understand transformational... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.506 | 0.82 | ["leadership", "education", "philosophy", "economy"] | 456 | Transformational Leadership | topic | 2026-04-15T09:33:25.385454 | [
-0.006450493820011616,
0.08455486595630646,
0.049665894359350204,
0.06281892955303192,
0.03237093612551689,
0.01430776808410883,
-0.03773610293865204,
-0.09629654884338379,
0.036622531712055206,
0.020089956000447273,
0.003095489228144288,
0.032124027609825134,
-0.014951091259717941,
0.0472... | ||
ly by sharing, discussing, and collaborating 26 . This reflects social learning and counters dominant ideas of focusing on a single know-all leader. Social learning shapes the identities of individuals and their communities. They develop shared practices, tools, and concepts in a safe, non-hierarchical setting 23 . Soc... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.57 | 0.844 | ["education", "leadership", "salary", "economy"] | 505 | Transformational Leadership | topic | 2026-04-15T09:33:25.385523 | [
0.038430433720350266,
-0.04708793759346008,
-0.04495466873049736,
0.01617247611284256,
0.06179099529981613,
0.018947158008813858,
-0.01976066641509533,
-0.033584970980882645,
-0.01761246658861637,
0.030079368501901627,
0.04242763668298721,
0.0846567451953888,
0.030275918543338776,
0.001686... | ||
nd constructively dealing with these differences. Transformational leadership requires a diversity of capabilities that can be developed through social learning. One such capability is active listening enabled by curiosity, intellectual humility and empathy 27 . Moreover, social learning is instrumental in instigating ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.542 | 0.82 | ["leadership", "education", "philosophy", "innovation"] | 457 | Transformational Leadership | topic | 2026-04-15T09:33:25.385588 | [
0.016191594302654266,
0.023983890190720558,
0.0431215800344944,
0.00970313511788845,
0.008717780001461506,
0.009067635051906109,
-0.04134983941912651,
-0.0836711898446083,
0.010934560559689999,
0.014534996822476387,
0.01732589676976204,
0.046253468841314316,
-0.027211353182792664,
0.045051... | ||
ansformational leadership for climate action 22 . We argue that transformational leaders benefit from peer settings in which individuals unite, reflect, and generate critical momentum for change, working towards strategic reforms at multiple levels. For us, navigating between the theoretical elaboration and practical a... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.656 | 0.828 | ["philosophy", "leadership", "communication", "strategy", "innovation"] | 468 | Transformational Leadership | topic | 2026-04-15T09:33:25.385639 | [
-0.004355918150395155,
0.06253368407487869,
0.084599569439888,
0.02194797433912754,
0.01896076463162899,
0.03870435804128647,
-0.045357804745435715,
-0.04348009079694748,
-0.0007497553597204387,
0.06682171672582626,
-0.007546107284724712,
0.019082337617874146,
0.0005097721586935222,
0.0137... | ||
ided this space for exchange and social learning. Reflexivity Transformational leadership on climate action needs to engage with their own powers, positions and privileges within a society 28 . Reflexivity consists of both self-reflection and collective reflection processes when navigating a changing world. Collective ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.421 | 0.686 | ["leadership", "philosophy", "education"] | 500 | Transformational Leadership | topic | 2026-04-15T09:33:25.385690 | [
0.01525177527219057,
-0.0038324983324855566,
0.05628565326333046,
0.04026287794113159,
0.02467251382768154,
-0.014763891696929932,
0.008514385670423508,
-0.035691868513822556,
0.021452143788337708,
0.05638650804758072,
-0.017419986426830292,
-0.03455555438995361,
-0.005755170248448849,
0.0... | ||
holders, societal partners, and among peers, e.g. peers of transformational leaders. This is connected to the idea of social learning above. Reflexivity requires transformational leaders to engage with the question of how you are personally doing what you are doing and with aspects of social justice in addressing clima... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.612 | 0.86 | ["philosophy", "leadership", "communication", "social_justice", "education"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.385743 | [
0.013571416959166527,
0.05577188357710838,
0.018012957647442818,
0.02109253592789173,
0.02040589414536953,
0.01763046719133854,
-0.025897666811943054,
-0.0035529793240129948,
0.032674141228199005,
0.04952513054013252,
-0.0011804129462689161,
0.02716909907758236,
0.03792296722531319,
0.0316... | ||
ntre social empowerment and transformation in the long run. Although collective reflexivity at the project level may struggle to achieve deep, iterative reflection, embedding reflexive practice into daily routines may enable even individual or short-term projects to do so. However, this requires reshaping the condition... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.45 | 0.828 | ["philosophy"] | 444 | Transformational Leadership | topic | 2026-04-15T09:33:25.385807 | [
-0.041727423667907715,
-0.0033965923357754946,
0.055642999708652496,
0.01602477766573429,
0.01703786849975586,
0.0037829021457582712,
-0.04290333390235901,
-0.029655730351805687,
-0.013639125972986221,
-0.0010046338429674506,
-0.0741126760840416,
-0.02728641964495182,
0.005068584810942411,
... | ||
ponent of any project proposal on climate action. The three building blocks represent a coherent approach to what we understand as the relational process to transformational leadership, namely collaborative processes in which learning is essential, plurality of knowledge is acknowledged, and reflexivity is an essential... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.433 | 0.842 | ["education", "leadership", "motivation", "innovation", "economy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.385859 | [
0.029082490131258965,
-0.007880247198045254,
0.012935226783156395,
0.045055586844682693,
-0.0008956718957051635,
0.006372483447194099,
-0.039493050426244736,
-0.044736072421073914,
0.02702178806066513,
0.061434511095285416,
-0.010004263371229172,
-0.0065918294712901115,
0.019974300637841225,... | ||
learning, and reflexivity are interconnected and offer some initial clues on how transformational leadership as a relational process might be enacted. However, this raises additional questions on capabilities, methodologies, institutions and sustainability. We therefore highlight five key issues that require further at... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.568 | 0.822 | ["leadership", "philosophy", "education"] | 472 | Transformational Leadership | topic | 2026-04-15T09:33:25.385916 | [
0.02872958593070507,
0.04627370834350586,
0.012822861783206463,
-0.0019638831727206707,
-0.04734822362661362,
-0.0007773105171509087,
-0.09046231210231781,
-0.0643380880355835,
0.014707152731716633,
0.01165098324418068,
-0.019258316606283188,
0.0644368827342987,
-0.007503107190132141,
0.06... | ||
uture and present societal concerns and needs? B. What leadership capabilities are recognised and how are they practiced? C. What methodologies and tools would support leaders and initiatives in leading transformative climate action? D. Which institutional ecosystems are transformational leaders a part of, and what str... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.634 | 0.684 | ["leadership", "philosophy", "communication", "crisis", "war_conflict"] | 483 | Transformational Leadership | topic | 2026-04-15T09:33:25.385970 | [
0.05796436220407486,
0.07272922247648239,
0.053052641451358795,
0.015351174399256706,
-0.013873165473341942,
0.02214411273598671,
-0.05879076570272446,
-0.04526996985077858,
-0.04598240926861763,
0.02369575947523117,
-0.05338381603360176,
-0.12461823970079422,
-0.03187689185142517,
0.04263... | ||
Each of these questions require more exploration. In the following section we explore these questions through two examples of climate action initiatives that portray new forms of leadership. In this context, there is a need to map examples of transformational leadership in different settings and knowledge on the societ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.522 | 0.85 | ["leadership", "philosophy", "communication", "education", "rhetoric"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.386036 | [
0.003986286465078592,
0.050784941762685776,
0.0695536881685257,
0.05274006724357605,
0.011157168075442314,
0.03433482348918915,
-0.0487055778503418,
-0.03168255835771561,
-0.013904090039432049,
0.049258939921855927,
0.007030048873275518,
-0.037265971302986145,
0.0017399134812876582,
0.0674... | ||
mples of transformative leadership in action, one within and one outside academia. We share these as examples of prefigurative action and being, enacting purposeful and deliberate change within established structures pre-dominated by hierarchical ideas of leadership. We have selected these examples from the lived exper... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.667 | 0.828 | ["leadership", "philosophy"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:25.386137 | [
-0.010470634326338768,
0.05523966625332832,
0.07331278920173645,
-0.031182819977402687,
0.07270272076129913,
0.016605297103524208,
-0.01790400967001915,
0.004538238048553467,
0.023392198607325554,
0.07366061210632324,
-0.02016732096672058,
0.0894576832652092,
-0.009710149839520454,
0.04323... | ||
ise in identifying examples from beyond academia. Co-leadership in academia In the traditionally hierarchically organised academic system, leadership has long been associated with an individual leader with qualities that include assertiveness, charisma, tough negotiation, and success in intra-scientific fora by publish... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.629 | 0.834 | ["leadership", "management", "negotiation"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.386188 | [
0.009559329599142075,
0.04602562263607979,
0.00979683268815279,
-0.026942631229758263,
0.014885492622852325,
-0.04417285695672035,
-0.04861748591065407,
-0.020868930965662003,
0.06464408338069916,
0.07549935579299927,
-0.03214230760931969,
0.017290616407990456,
-0.005000466946512461,
0.054... | ||
y have large teams that contribute to the group’s research output, strongly associated with the lead. Often, research chairs include the name of the leading professor (to name one symptomatic example of the hierarchical leading structure). However, research for climate action requires a broad field of competences, both... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.417 | 0.85 | ["leadership", "communication", "management", "economy", "rhetoric"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.386242 | [
0.012931984849274158,
-0.04817484691739082,
0.01419496163725853,
0.046317167580127716,
0.025172444060444832,
-0.01401685643941164,
-0.06970687210559845,
0.01481526531279087,
0.03252967819571495,
0.04504367336630821,
-0.07856959849596024,
-0.04641743004322052,
-0.023594195023179054,
0.08031... | ||
tners, for delivering at the science-policy interface, and in other spheres of community engagement and outreach. Climate action and corresponding research involves emotionally demanding situations that a leader also plays a role in handling, supervising and advising a multi-skilled team and research processes are acco... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.579 | 0.826 | ["leadership", "management", "economy"] | 484 | Transformational Leadership | topic | 2026-04-15T09:33:25.386298 | [
-0.06939039379358292,
0.046569716185331345,
0.06323115527629852,
0.07140956819057465,
0.01659107580780983,
-0.025453973561525345,
-0.07480122894048691,
-0.023055553436279297,
0.045496582984924316,
0.08638732880353928,
-0.048338357359170914,
-0.06947562843561172,
0.03067791648209095,
0.0967... | ||
research groups are increasingly successful (e.g. Junior Research Groups funded by the German Federal Ministry - BMFTR 32 ). Leading in teams enables supervising junior researchers in both social and natural sciences on an equal footing. It facilitates interdisciplinary discussions in strategic questions (Who do we par... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.577 | 0.702 | ["management", "leadership", "strategy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.386351 | [
0.06594999879598618,
0.0030046035535633564,
-0.007013603113591671,
0.060327235609292984,
0.010388122871518135,
-0.003032132051885128,
-0.032246775925159454,
0.007575811352580786,
0.04025289788842201,
0.07557866722345352,
-0.09935590624809265,
-0.016912221908569336,
-0.05559613183140755,
0.... | ||
dividual strengths and preferences - and co-leads are unique mentors, as leading in a team implies getting to know one another very well, and managing challenging situations together. One side benefit of co-leadership is that organising time off is comparably doable. Successful experiences of co-leadership extend beyon... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.621 | 0.84 | ["leadership", "management", "economy"] | 489 | Transformational Leadership | topic | 2026-04-15T09:33:25.386439 | [
-0.03801717236638069,
0.05885957181453705,
-0.021053072065114975,
-0.011120595037937164,
0.039299532771110535,
0.0066412054002285,
-0.049627408385276794,
-0.004473461303859949,
0.02616228349506855,
0.0017344412626698613,
-0.041823241859674454,
0.04108898341655731,
-0.010688403621315956,
0.... | ||
ss the institute, trade-offs also become visible. Namely, coordination involves a lot of communication, which implies that decision processes tend to take time. This needs to be accommodated in institute procedures. However, slower decision-making is outweighed by the quality of decisions taken in collaboration among m... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.384 | 0.848 | ["decision_making", "communication", "economy", "crisis", "networking"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.386495 | [
-0.04146844893693924,
-0.03470852971076965,
0.017073776572942734,
-0.030671287328004837,
0.09776206314563751,
0.03309469297528267,
-0.0058216252364218235,
0.04313565045595169,
0.0732598751783371,
0.028097355738282204,
-0.03320585563778877,
0.08594364672899246,
0.019884413108229637,
0.04408... | ||
tuation, when the larger system fails to equitably meet basic societal needs like food, housing, healthcare, and safety 33 . Mutual aid groups have horizontal power structures and responsibility-sharing, following the principle of “No Masters-No Flakes” (p.32). Here, leaders are those who facilitate collective action, ... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.37 | 0.848 | ["war_conflict", "leadership"] | 503 | Transformational Leadership | topic | 2026-04-15T09:33:25.386553 | [
-0.032622385770082474,
0.0006323214620351791,
0.02597188577055931,
0.01014070212841034,
0.08274826407432556,
0.011263508349657059,
-0.006494204048067331,
-0.05854219198226929,
0.021343661472201347,
0.046944230794906616,
0.0072549134492874146,
0.00794473197311163,
0.0037090901751071215,
-0.... | ||
nd then move towards consensus on how to proceed. Unlike charity, a mutual aid approach to leadership creates sustainable, emancipatory and transformative change by cultivating empowered and interdependent individuals and communities. By prioritizing relationship-building, shared leadership, and structural awareness, m... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.573 | 0.836 | ["leadership", "war_conflict", "communication", "crisis", "networking"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.386606 | [
-0.07220043241977692,
0.01912839524447918,
0.04246215149760246,
-0.03410321846604347,
0.04696833714842796,
0.06695674359798431,
-0.061361294239759445,
-0.04185359925031662,
0.004919883329421282,
0.048818230628967285,
0.012596736662089825,
0.03257514163851738,
-0.010431175120174885,
0.05807... | ||
each other, and create alternatives to oppressive systems. In doing so, it redefines leadership as a practice of collective care and action rooted in solidarity rather than authority as the main organising principle. Organizing transformative leadership for climate action based on principles of mutual aid means engagin... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.453 | 0.846 | ["leadership", "communication", "philosophy"] | 508 | Transformational Leadership | topic | 2026-04-15T09:33:25.386660 | [
-0.05523567274212837,
0.05577591434121132,
0.0569625049829483,
0.05297257378697395,
0.023465968668460846,
0.02781200408935547,
-0.053143929690122604,
-0.029878195375204086,
-0.01105451863259077,
0.045047540217638016,
-0.03822221979498863,
0.00007593647751491517,
0.0423603281378746,
0.07859... | ||
inking of long-term structures of mutual support. Research on mutual aid networks is conscious of the risks of burnout for those engaged in mutual-aid as it is often diametrically opposite to capitalist and extractivist values and systems 34 . Here, engaging in collective care within the network and setting personal an... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.506 | 0.862 | ["networking", "ethics"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.386727 | [
-0.0031315190717577934,
-0.0205476563423872,
0.03533877804875374,
0.039394766092300415,
0.10032732784748077,
0.07277724891901016,
0.0205546822398901,
-0.04083992913365364,
0.008873149752616882,
0.013075354509055614,
-0.03867490962147713,
0.07815331965684891,
0.028886541724205017,
0.0483516... | ||
ork that emerged in New York after the superstorm Sandy 35 . Mutual aid networks thus enact aspects of transformative leadership by co-creating a space for sharing of burdens generated by a crisis. Both these examples point to how a new type of transformational leadership leads to more shoulders to share the burden and... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.498 | 0.85 | ["leadership", "philosophy", "crisis", "networking"] | 452 | Transformational Leadership | topic | 2026-04-15T09:33:25.386782 | [
-0.058997295796871185,
0.022122710943222046,
0.08028900623321533,
0.018863994628190994,
0.0684482678771019,
0.036796435713768005,
-0.015592562966048717,
-0.028754446655511856,
0.015923570841550827,
0.023160945624113083,
-0.03102617710828781,
0.06936711072921753,
0.03116888739168644,
0.0517... | ||
. We present these examples not to idealise them. Rather, they emerge as working examples, creating alternatives within rigid systems and during critical situations. Conclusion In this paper, we have engaged with the ideas of transformative leadership for climate action as a relational process. We have done so in our p... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.636 | 0.846 | ["leadership", "philosophy"] | 490 | Transformational Leadership | topic | 2026-04-15T09:33:25.386871 | [
-0.03523651137948036,
0.04488258436322212,
0.03962920606136322,
0.057217299938201904,
-0.0382235161960125,
0.007240434642881155,
-0.0462377555668354,
0.016753900796175003,
0.021457061171531677,
0.08130703866481781,
-0.051552459597587585,
-0.00898314081132412,
0.05533166602253914,
0.0964189... | ||
nt ideas of leadership needed for climate action. We have illustrated how TTR could provide an initial impetus to imagining and enacting transformative leadership by providing methodologies and skills to engage in co-production, social learning and reflexivity. In re-thinking leadership, we advocate for a transdiscipli... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.63 | 0.834 | ["leadership", "education", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.386941 | [
-0.005598664749413729,
0.0062996624037623405,
0.055342234671115875,
0.060956306755542755,
-0.01718689501285553,
0.009944901801645756,
-0.028320813551545143,
-0.044492654502391815,
0.014508807100355625,
0.04476391151547432,
-0.05684534087777138,
-0.0320492722094059,
-0.00790077168494463,
0.... | ||
ate action, reducing polarisation, overcoming or avoiding lock-ins. We hope this paper leads to critical reflection on the kind of leadership that is needed for climate action, particularly in a time when authoritarian leadership is on the rise in several countries while climate action is losing both social and politic... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.5 | 0.864 | ["leadership"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.387009 | [
-0.009322001598775387,
0.0288994200527668,
0.06040436774492264,
0.08838289976119995,
0.021705329418182373,
0.06237935647368431,
-0.012351895682513714,
-0.07514573633670807,
-0.02255496382713318,
0.06203998997807503,
0.024615181609988213,
-0.007824791595339775,
0.01196964830160141,
0.055379... | ||
is better attuned to societal needs and built on deeper and mutual engagement. Data availability No datasets were generated or analysed during the current study. References Levitsky, S. & Ziblatt, D. How Democracies Die (Crown, 2018). Lührmann, A. & Lindberg, S. I. A third wave of autocratization is here: what is new a... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.532 | 0.702 | ["governance", "education"] | 496 | Transformational Leadership | topic | 2026-04-15T09:33:25.387071 | [
0.023446960374712944,
-0.01582382619380951,
-0.057085972279310226,
-0.021884353831410408,
0.03458933159708977,
-0.011487916111946106,
-0.0651751160621643,
0.008009528741240501,
-0.06744997948408127,
0.0694826990365982,
0.07039716094732285,
0.026311876252293587,
0.04566389322280884,
-0.0543... | ||
of Authoritarianism (Doubleday, 2020). Snyder, T. The Road to Unfreedom: Russia, Europe, America (Tim Duggan Books, 2018). Lockwood, M. Right-wing populism and the climate change agenda: exploring the linkages. Environ. Politics 27 , 712–732 (2018). Article Google Scholar Ekberg, K., Forchtner, B. & Hultman, M. Climate... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.525 | 0.684 | ["social_justice"] | 472 | Transformational Leadership | topic | 2026-04-15T09:33:25.387135 | [
0.020084725692868233,
0.005406555254012346,
0.023685535416007042,
0.10987060517072678,
0.08649629354476929,
0.007441777270287275,
-0.054230719804763794,
-0.07299681752920151,
0.015107007697224617,
0.0310952290892601,
0.01789570413529873,
0.03977164626121521,
0.014868039637804031,
-0.037155... | ||
2023). Robert Bosch Foundation. Postdoc Academy. https://www.bosch-stiftung.de/sites/default/files/documents/2021-12/Postdoc_Academy_Flyer_20211202.pdf (2021). Augenstein, K. et al. Five priorities to advance transformative transdisciplinary research. Curr. Opin. Environ. Sustain. 68 , 101438 (2024). Article Google Sch... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.633 | 0.662 | ["leadership", "philosophy"] | 497 | Transformational Leadership | topic | 2026-04-15T09:33:25.387191 | [
-0.043389253318309784,
0.06626933813095093,
-0.002074918942525983,
0.06020737811923027,
0.030172333121299744,
0.005853401031345129,
-0.19844411313533783,
0.010973923839628696,
-0.03512195125222206,
0.0439985953271389,
-0.020017338916659355,
-0.0030684899538755417,
-0.029606550931930542,
0.... | ||
le CAS Google Scholar Teixeira, M. A. & Motta, R. Broadening the Climate Movement: the Marcha das Margaridas’ Agenda for the Climate (and Other) Crises. Int. J. Polit. Cult. Soc. 37 , 513–541 (2024). Article Google Scholar Joshi, N. Radical movements as a call to climate action: a space-time connection. npj Clim. Actio... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.544 | 0.716 | ["networking", "war_conflict"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.387243 | [
0.03362581506371498,
-0.009892141446471214,
0.06645816564559937,
0.04076486453413963,
0.06761879473924637,
0.030065318569540977,
-0.12269851565361023,
0.006690262816846371,
-0.0048414310440421104,
0.012410873547196388,
-0.05322859808802605,
-0.007086961064487696,
-0.051615163683891296,
0.0... | ||
cases in the Netherlands and the UK: a complexity leadership perspective. Environ. Plann C. Gov. Policy 33 , 1024–1038 (2015). Article Google Scholar Chandler, J. L. S. & Kirsch, R. E. Critical Leadership Theory: Integrating Transdisciplinary Perspectives . https://doi.org/10.1007/978-3-319-96472-0 (Springer Internatio... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.612 | 0.658 | ["leadership"] | 471 | Transformational Leadership | topic | 2026-04-15T09:33:25.387292 | [
0.023302443325519562,
0.04017914831638336,
-0.01822100393474102,
0.00675050588324666,
0.052310407161712646,
-0.0024999473243951797,
-0.11045227199792862,
0.00850574392825365,
-0.023152751848101616,
0.12117934972047806,
-0.06217388063669205,
0.05367245152592659,
-0.02466176263988018,
0.0315... | ||
8672-1 (Springer International Publishing, 2018). Transdisciplinarity: Joint Problem Solving among Science, Technology, and Society https://doi.org/10.1007/978-3-0348-8419-8 (Birkhäuser Basel, 2001). Lang, D. J. et al. Transdisciplinary research in sustainability science: practice, principles, and challenges. Sustain S... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.546 | 0.67 | ["crisis"] | 495 | Transformational Leadership | topic | 2026-04-15T09:33:25.387357 | [
-0.04198547825217247,
0.038379114121198654,
0.014744943007826805,
0.10057062655687332,
-0.02842153050005436,
-0.0359717421233654,
-0.09355562925338745,
0.01752088963985443,
-0.0019825028721243143,
0.02530444972217083,
-0.019786395132541656,
0.001816340023651719,
-0.02878314070403576,
0.080... | ||
: phase 0, or before the beginning. Environ. Sci. Policy 136 , 187–197 (2022). Article Google Scholar Chambers, J. M. et al. Co-productive agility and four collaborative pathways to sustainability transformations. Glob. Environ. Change 72 , 102422 (2022). Article Google Scholar Bulten, E., Hessels, L. K., Hordijk, M. &... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.557 | 0.702 | ["war_conflict", "economy", "philosophy"] | 510 | Transformational Leadership | topic | 2026-04-15T09:33:25.387409 | [
-0.009974281303584576,
0.01635647378861904,
-0.002781861461699009,
0.011752068065106869,
0.08635833114385605,
-0.0293744970113039,
-0.06192375347018242,
0.013714333064854145,
-0.016473600640892982,
-0.02733900025486946,
-0.021863024681806564,
0.0016072613652795553,
-0.03255240246653557,
0.... | ||
(2021). Article Google Scholar Deutsch, L. et al. Herding cats: integrative leadership strategies in inter- and transdisciplinary research programs. Sustain Sci. 20 , 95–115 (2025). Article Google Scholar Nayak, A. & González Grandón, T. Ecosystemic transdisciplinary action research – An effective approach to facilitat... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.611 | 0.668 | ["leadership"] | 449 | Transformational Leadership | topic | 2026-04-15T09:33:25.387457 | [
0.027933010831475258,
0.011420659720897675,
0.030971862375736237,
0.03173484280705452,
0.020181186497211456,
-0.03699427843093872,
-0.09132226556539536,
-0.028703445568680763,
0.0063222977332770824,
0.07899972051382065,
-0.06894342601299286,
-0.002132390858605504,
-0.03194441273808479,
0.0... | ||
laclara, A.) (Springer, 2026). Castillo Ulloa, I. Incremental, iterative, transformative: a social-learning approach in spatial and transdisciplinary research and practice. in Spatial Methods in Transdisciplinarity for Urban Sustainability (eds. Frehse, F., Million, A. & Castillo Ulloa, I.) 19–36 https://doi.org/10.100... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.569 | 0.668 | ["philosophy", "education"] | 506 | Transformational Leadership | topic | 2026-04-15T09:33:25.387506 | [
0.06523571163415909,
0.031231027096509933,
0.07229948788881302,
0.086900494992733,
-0.005323327612131834,
-0.01587599702179432,
-0.07488605380058289,
0.004630633629858494,
0.007700009737163782,
0.05083093047142029,
-0.03602689504623413,
0.045521900057792664,
-0.07193071395158768,
0.0772400... | ||
ing in transformative transdisciplinary research. Sustain Sci. 14 , 751–769 (2019). Article Google Scholar Kruijf, J. V. et al. Knowledge co-production and researcher roles in transdisciplinary environmental management projects. Sustain. Dev. 30 , 393–405 (2022). Article Google Scholar Fazey, I. et al. Transforming kno... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.579 | 0.698 | ["education", "philosophy", "strategy", "management"] | 492 | Transformational Leadership | topic | 2026-04-15T09:33:25.387581 | [
0.007972385734319687,
0.04047758877277374,
-0.0020700518507510424,
0.04941693693399429,
0.015253946185112,
-0.07864902913570404,
-0.048672132194042206,
0.00839739479124546,
0.01610804907977581,
0.08299732953310013,
-0.04579418897628784,
-0.004521893337368965,
0.011921578086912632,
0.099831... | ||
Article Google Scholar Slater, K. & Robinson, J. Social learning and transdisciplinary co-production: a social practice approach. Sustainability 12 , 18 (2020). Article Google Scholar Branny, A. et al. Introducing listening as a weak method for advancing sustainability and interdisciplinary scholarship. Sustain Sci. 20... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.545 | 0.686 | ["education"] | 491 | Transformational Leadership | topic | 2026-04-15T09:33:25.387653 | [
0.023087475448846817,
-0.005559307988733053,
-0.02384980581700802,
0.019712338224053383,
0.031732067465782166,
-0.019377704709768295,
-0.0695338323712349,
-0.024670297279953957,
-0.01895126700401306,
0.0007294109091162682,
0.011655658483505249,
0.03595481067895889,
-0.05001043900847435,
0.... | ||
flexivity in sustainability transitions research. Preprint at https://doi.org/10.33774/coe-2024-n38b4 (2024). Bennett, N. J., Blythe, J., Cisneros-Montemayor, A. M., Singh, G. G. & Sumaila, U. R. Just transformations to sustainability. Sustainability 11 , 3881 (2019). Article Google Scholar Patterson, J. J. et al. Poli... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.567 | 0.682 | ["philosophy", "social_justice"] | 483 | Transformational Leadership | topic | 2026-04-15T09:33:25.387721 | [
-0.007300212513655424,
0.057727038860321045,
-0.0015562446787953377,
0.05242835730314255,
0.10510720312595367,
-0.02617856115102768,
-0.10653236508369446,
-0.0028725224547088146,
-0.0010778178693726659,
0.01636192575097084,
0.010190010070800781,
-0.02071867510676384,
-0.001496433629654348,
... | ||
, 1–9 (2018). Article Google Scholar Rigolot, C. Transdisciplinarity as a discipline and a way of being: complementarities and creative tensions. Humanit Soc. Sci. Commun. 7 , 100 (2020). Article Google Scholar Junior Research Groups Social-ecological Research. Research for Sustainability | FONA https://www.fona.de/en/... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.549 | 0.668 | ["crisis", "innovation"] | 507 | Transformational Leadership | topic | 2026-04-15T09:33:25.387773 | [
-0.03392291069030762,
0.06747689843177795,
0.009857661090791225,
0.055962417274713516,
0.04056785628199577,
-0.039556194096803665,
-0.10125367343425751,
-0.031324394047260284,
0.004064577631652355,
0.04279110208153725,
0.021577224135398865,
-0.029383599758148193,
-0.05110243335366249,
0.03... | ||
g This Crisis (and the Next) (Verso Press, 2020). Morris, K. et al. “Fuck capitalism”: mutual aid participants’ experiences of burnout during the early months of the COVID-19 pandemic. apsw 1 , 1 (2023). Article Google Scholar Conroy, W. The (Im)mobilities of mutual aid: Occupy Sandy, racial liberalism, insurgent infra... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.303 | 0.706 | ["crisis", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.387826 | [
-0.04207207262516022,
0.018550457432866096,
0.04144188016653061,
0.019042951986193657,
0.11954894661903381,
0.06525290757417679,
0.000295427133096382,
-0.03534593805670738,
-0.02142936736345291,
0.06656508147716522,
-0.029821904376149178,
0.036005064845085144,
0.017442764714360237,
-0.0227... | ||
Robert Bosch Foundation for supporting the Postdoc Academy for Transformational Leadership that brought the authors together and the Leibniz Institute of Ecological Urban and Regional Development for supporting the open access publication of this article. Funding Open Access funding enabled and organized by Projekt DEA... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.574 | 0.836 | ["leadership", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.387902 | [
0.07624029368162155,
0.06311140954494476,
0.07072845101356506,
0.005230571608990431,
0.0605144202709198,
0.03341197222471237,
-0.13496921956539154,
-0.03130166232585907,
-0.0204596146941185,
0.04055650159716606,
-0.022757649421691895,
-0.13854621350765228,
-0.09126342087984085,
0.009115601... | ||
Ecosystems and Biodiversity, Dresden, Germany Neelakshi Joshi Landscape Architecture and Spatial Planning, Wageningen University & Research, Wageningen, The Netherlands Karin A. W. Snel Integrative Research Institute on Transformations of Human-Environment Systems (IRI THESys) and Geography Department, Humboldt-Univers... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.547 | 0.822 | ["strategy", "education", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.387965 | [
0.0810631811618805,
0.08285568654537201,
0.03600950911641121,
-0.02812989056110382,
0.03174608573317528,
-0.03609394282102585,
-0.08515146374702454,
-0.0015009157359600067,
0.01829976961016655,
0.016497712582349777,
-0.05341913923621178,
-0.11075142025947571,
-0.060156311839818954,
0.08776... | ||
denburg, Germany Rossella Alba Alfred Wegener Institute Helmholtz Centre for Polar and Marine Research, 27570, Bremerhaven, Germany Rossella Alba Carl von Ossietzky Universität Oldenburg, Oldenburg, Germany Rossella Alba Centre for Sustainability Studies, Department of Political Sciences, Ghent University, Ghent, Belgi... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.508 | 0.674 | ["education"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.390439 | [
-0.0022537270560860634,
0.03638554364442825,
0.05131315812468529,
0.02283431775867939,
0.0688881129026413,
0.021766187623143196,
-0.05476003140211105,
-0.040294099599123,
-0.014813429675996304,
0.03892335295677185,
-0.01667794957756996,
-0.1185663491487503,
-0.07004857808351517,
0.09605819... | ||
k-Trzebitzky Senckenberg Biodiversity and Climate Research Centre (SBiK-F), 60325, Frankfurt am Main, Germany Fanny Frick-Trzebitzky Norwegian University of Science and Technology, Trondheim, Norway Tatiana González Grandón Global Climate Forum, Berlin, Germany Geronimo Gussmann University West, Trollhättan, Sweden Joh... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.488 | 0.808 | ["education"] | 430 | Transformational Leadership | topic | 2026-04-15T09:33:25.390525 | [
-0.007613586261868477,
0.05571679025888443,
0.0520876906812191,
-0.021950997412204742,
0.09936682879924774,
0.01444774866104126,
-0.06690874695777893,
-0.013554527424275875,
0.0023987004533410072,
0.05723537504673004,
0.025134477764368057,
-0.10915901511907578,
-0.07105428725481033,
0.0440... | ||
arch author on: PubMed Google Scholar Karin A. W. Snel View author publications Search author on: PubMed Google Scholar Rossella Alba View author publications Search author on: PubMed Google Scholar Kasper Ampe View author publications Search author on: PubMed Google Scholar Artur Branny View author publications Search... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.486 | 0.817 | [] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.390575 | [
0.07255690544843674,
-0.004131805617362261,
0.02846926636993885,
0.011668413877487183,
0.028658712282776833,
0.019161473959684372,
0.006604304537177086,
0.06488821655511856,
0.00828418880701065,
0.02551170065999031,
-0.08635664731264114,
0.04701713100075722,
-0.050356317311525345,
-0.02909... | ||
on. R.A., K.A., A.B, F.F., T.G.G., G.G., and J.H. contributed to the background research, writing and revision of the manuscript. All authors have read and approved the final manuscript. Corresponding author Correspondence to Neelakshi Joshi . Ethics declarations Competing interests The authors declare no competing int... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.519 | 0.68 | ["philosophy", "strategy", "ethics"] | 486 | Transformational Leadership | topic | 2026-04-15T09:33:25.390631 | [
-0.02686016820371151,
0.014543185941874981,
-0.05899330601096153,
-0.028341714292764664,
0.0039918869733810425,
0.0050552114844322205,
-0.052006129175424576,
0.04937649518251419,
0.023036804050207138,
-0.005485424771904945,
0.06992728263139725,
0.021861866116523743,
-0.0419965423643589,
0.... | ||
in published maps and institutional affiliations. Rights and permissions Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the origi... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.482 | 0.828 | ["innovation", "social_justice", "philosophy"] | 432 | Transformational Leadership | topic | 2026-04-15T09:33:25.390711 | [
0.14038707315921783,
0.1033756285905838,
0.016963228583335876,
-0.003172961063683033,
0.013682742603123188,
-0.051434148102998734,
-0.14080576598644257,
-0.03151174262166023,
-0.117032989859581,
-0.02785085141658783,
0.038257528096437454,
-0.09241737425327301,
0.0030448774341493845,
-0.000... | ||
in permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ . Reprints and permissions About this article Cite this article TRACTION Collective., Joshi, N., Snel, K.A.W. et al. Advancing transformational leadership for climate action. npj Clim. Act... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.642 | 0.692 | ["leadership", "innovation", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.390769 | [
-0.029273640364408493,
0.08591360598802567,
0.04398472607135773,
0.06935634464025497,
0.03622741997241974,
0.007355815730988979,
-0.12402407824993134,
-0.04903807118535042,
-0.008278914727270603,
0.07593540847301483,
0.00023693658295087516,
-0.0011847199639305472,
0.049087733030319214,
0.0... | ||
hed : 17 January 2026 Version of record : 17 January 2026 DOI : https://doi.org/10.1038/s44168-025-00329-z Anyone you share the following link with will be able to read this content: Get shareable link Sorry, a shareable link is not currently available for this article. Copy shareable link to clipboard Provided by the... | https://www.nature.com/articles/s44168-025-00329-z | Advancing transformational leadership for climate action | npj Climate Action | nature.com | unknown | false | 0.481 | 0.812 | ["philosophy"] | 372 | Transformational Leadership | topic | 2026-04-15T09:33:25.390840 | [
-0.08629848808050156,
0.005653398111462593,
-0.03713652864098549,
-0.0031597886700183153,
0.036274608224630356,
0.04594861716032028,
-0.10418727248907089,
0.03646162524819374,
-0.04801081493496895,
0.04543071612715721,
0.05326634272933006,
0.043506089597940445,
-0.09055651724338531,
0.0128... | ||
From Wikipedia, the free encyclopedia Style of strategic leadership Transactional leadership (or transactional management ) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.463 | 0.838 | ["leadership", "strategy", "management", "motivation", "war_conflict"] | 486 | Transformational Leadership | topic | 2026-04-15T09:33:25.600095 | [
-0.013471843674778938,
0.030373364686965942,
-0.06182202696800232,
-0.006864971946924925,
-0.071101114153862,
0.01794224977493286,
0.04815175384283066,
-0.02822413109242916,
0.05292368307709694,
0.04105676710605621,
0.05088256672024727,
0.08213779330253601,
0.0701390951871872,
0.0509718842... | |||
hievement or non-achievement of short-term goals. Although James Downton is generally credited with coining the term "transactional leadership", [ 1 ] James MacGregor Burns expanded upon the concept in his influential 1978 book Leadership . [Transactional] leadership occurs when one person takes the initiative in makin... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.427 | 0.86 | ["leadership"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.600281 | [
-0.02019432745873928,
0.04864932596683502,
-0.019861984997987747,
-0.007577963173389435,
-0.0655621662735939,
-0.015950845554471016,
0.11393231153488159,
-0.021790582686662674,
0.031159788370132446,
0.012832744978368282,
0.025057317689061165,
0.05788777768611908,
-0.003647691337391734,
0.0... | |||
s stand within the bargaining process and can be advanced by maintaining that process. But beyond this the relationship does not go. The bargainers have no enduring purpose that holds them together. — James MacGregor Burns, Leadership , (1978) Transactional leadership is characterized by two primary factors: contingent... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.596 | 0.832 | ["leadership", "war_conflict", "management", "networking", "philosophy"] | 460 | Transformational Leadership | topic | 2026-04-15T09:33:25.600394 | [
-0.07857093214988708,
0.052970122545957565,
-0.04412268102169037,
-0.02162885293364525,
0.020173409953713417,
0.08827625215053558,
0.06838798522949219,
-0.010975579731166363,
0.0851941704750061,
0.061373986303806305,
0.02562304399907589,
0.02998824045062065,
0.04763118922710419,
0.05314194... | |||
ed in recognition of effort and good performance. Management-by-exception maintains the status quo, intervening only when subordinates do not meet acceptable performance levels or when corrective action is required to improve performance. Burns' concept of leadership [ edit ] Political scholar James MacGregor Burns fir... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.641 | 0.858 | ["leadership", "philosophy", "management"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.600451 | [
0.009665530174970627,
0.08982644975185394,
-0.00807142723351717,
0.02145475707948208,
-0.05281827226281166,
0.011168273165822029,
-0.009561308659613132,
-0.02774093486368656,
0.016158076003193855,
0.08493418246507645,
-0.0166301392018795,
0.09335824102163315,
0.013224883005023003,
0.043854... | |||
egal model of authority in the context of organizational theory , conceptualizing leadership as a power-imbalanced social contract between leaders and subordinates, each of whom has specific goals that may be shared or unrelated. Burns specifically defined and contrasted two dominant types of leadership style: transact... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.482 | 0.828 | ["leadership", "philosophy"] | 449 | Transformational Leadership | topic | 2026-04-15T09:33:25.600506 | [
0.014877893030643463,
0.06748517602682114,
0.003088577650487423,
0.019947579130530357,
-0.02354523353278637,
-0.002128414111211896,
0.011807309463620186,
-0.041369661688804626,
0.0850544422864914,
0.040312185883522034,
0.037256211042404175,
0.05164491757750511,
0.025467325001955032,
0.0854... | |||
: The object in [ transactional leadership] is... a bargain to aid the individual interests of persons or groups going their separate ways. ... The premise of [ transforming leadership] is that, whatever the separate interests persons might hold, they are presently or potentially united in the pursuit of "higher" goals... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.645 | 0.848 | ["leadership", "philosophy"] | 474 | Transformational Leadership | topic | 2026-04-15T09:33:25.600556 | [
-0.023529604077339172,
0.06960416585206985,
-0.04853879660367966,
-0.016280939802527428,
-0.035658031702041626,
0.017415303736925125,
0.02892780303955078,
-0.026188049465417862,
0.04798256978392601,
0.04511677473783493,
0.0174899660050869,
0.05670564994215965,
-0.01375658717006445,
0.04955... | |||
ive or pooled interests of leaders and followers. — James MacGregor Burns, Leadership , (1978) Transformational leadership focuses on clear vision, collective benefits and long-term value. Transactional leadership focuses on short-term goals, bargaining and performance, taking the form of a task-oriented transaction. [... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.655 | 0.828 | ["leadership", "philosophy", "strategy", "salary", "war_conflict"] | 477 | Transformational Leadership | topic | 2026-04-15T09:33:25.600616 | [
-0.03280693292617798,
0.030775737017393112,
-0.0020122600253671408,
-0.04374067857861519,
-0.03464171662926674,
0.04193282499909401,
0.05355734005570412,
-0.023581206798553467,
0.06788734346628189,
0.019037354737520218,
0.04008150100708008,
0.01726990006864071,
0.00910207349807024,
0.07026... | |||
two primary characteristics: Contingent rewards . Leaders define expectations and identify appropriate rewards (e.g., bonuses, merits, or recognition). These rewards are given to subordinates on the condition that leadership expectations be met. Management-by-exception . Leaders take discretionary actions as a response... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.584 | 0.678 | ["leadership", "management", "war_conflict", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.600721 | [
0.007542268373072147,
0.037046581506729126,
0.022334381937980652,
0.00937423761934042,
0.03947807103395462,
0.0771479457616806,
0.06356518715620041,
-0.02462533488869667,
0.012281437404453754,
0.10286811739206314,
0.09491414576768875,
-0.031508397310972214,
0.047795653343200684,
0.04914296... | |||
leaders constantly survey subordinates to evaluate performance, anticipate problems, and course-correct before major problems occur; and passive management, wherein a leader assesses performance after the task has been completed and only once the problem is considered sufficiently serious. [ 4 ] The transactional leade... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.462 | 0.848 | ["leadership", "philosophy", "management"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.600802 | [
0.002291299868375063,
0.03819974511861801,
-0.0346677303314209,
-0.00024460681015625596,
-0.034472525119781494,
0.0037835685070604086,
0.02627984620630741,
-0.03633459657430649,
0.0014611264923587441,
0.09203503280878067,
0.03423604741692543,
0.07573127746582031,
0.04945014417171478,
0.057... | |||
r loyalty; a social media influencer may desire to grow their followers; and a factory foreman may be charged with maintaining worker productivity. In all of these cases, transactional leadership can be thought of as a contractual relationship between a leader — who acts as a negotiator — and subordinates. All transact... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.444 | 0.868 | ["leadership", "networking"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.600877 | [
-0.04316806420683861,
-0.006321063730865717,
-0.09408262372016907,
-0.018445376306772232,
-0.06974859535694122,
0.038129791617393494,
0.06551344692707062,
0.006442501209676266,
0.04917651042342186,
0.040279410779476166,
0.04789332300424576,
0.036633528769016266,
0.05443189665675163,
0.1054... | |||
in with these needs in order to determine the necessary "price" to achieve a goal. In exchange, subordinates will expect their leader to reward them with appropriate compensation: [ 4 ] for example, with tax cuts for voters, interesting content for social media followers, or salaries for factory workers. Transactional ... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.508 | 0.834 | ["leadership", "salary", "war_conflict"] | 451 | Transformational Leadership | topic | 2026-04-15T09:33:25.600930 | [
-0.01398959755897522,
0.04360390827059746,
-0.011504383757710457,
-0.03636541962623596,
-0.05935331806540489,
0.03767300024628639,
0.017586257308721542,
-0.0069074369966983795,
0.04580008611083031,
0.05398493632674217,
0.034636110067367554,
0.003240702673792839,
0.007168783340603113,
0.055... | |||
not a primary concern for transactional leaders. [ 5 ] Subordinates are paid in the exact terms of the (actual or metaphorical) contract; they "get what [they] deserve — no more, no less." [ 5 ] Transactional leaders prefer to work within the existing structure and the culture of the organization, opting to following p... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.618 | 0.858 | ["leadership"] | 510 | Transformational Leadership | topic | 2026-04-15T09:33:25.600984 | [
0.013964583165943623,
0.05943699926137924,
-0.023720355704426765,
-0.011784451082348824,
-0.06911446154117584,
0.024222644045948982,
0.042367178946733475,
-0.025102803483605385,
0.09048076719045639,
0.04530496522784233,
0.03321649506688118,
0.006836380809545517,
-0.002326309448108077,
0.03... | |||
dinates to focus group attention on the extrinsic motivators that are intended to guide their work behavior — as opposed to transformational leaders, who aim for their followers to achieve intrinsic motivation and job fulfillment. [ 6 ] Benefits and shortcomings [ edit ] Transactional leaders have a fine-tuned understa... | https://en.wikipedia.org/wiki/Transactional_leadership | en.wikipedia.org | cc_by_sa | false | 0.618 | 0.698 | ["leadership", "motivation", "communication", "career", "salary"] | 482 | Transformational Leadership | topic | 2026-04-15T09:33:25.601054 | [
-0.056481391191482544,
0.05826469510793686,
-0.015050317160785198,
-0.03893003985285759,
0.004277371801435947,
0.007557465694844723,
0.12571404874324799,
-0.01978159509599209,
0.06175824999809265,
-0.0024607647210359573,
0.0037351397331804037,
-0.009237433783710003,
0.00235187285579741,
0.... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.