Abstract
The current article explores a nascent configuration of leadership, long present in its practices but without a name. Emerging from a phenomenographic study of leaders for local sustainability, it is widely observable when we look. People, regardless of formal roles or identities, are responding to a call for transformation in discoverable, recognizable, and variegated ways not yet fully described. Rather than a model or process, we employ a heuristic device and represent leadership that answers this call as Ma Leadership. The essay argues that it is coming from ourselves in a renewed form of cooperation and collaboration. As a response to the instinctual bias for heroic and singular narratives, Ma Leadership orients us in the unbounded system, a wayfinding that surfaces the connections among and between systems.
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