<![CDATA[Research on organizational leadership has long been dominated by a leader-centered paradigm, in which the continuity of leadership depends heavily on the charisma, authority, and capacity of particular individuals. This dependency creates structural vulnerability: when a leader moves on, retires, or loses capacity, organizations often experience a leadership vacuum because no systemic mechanism exists to allow new leadership to grow sustainably. This conceptual article addresses how organizations can shift from dependence on a prominent leader toward building an ecosystem capable of continuously producing many leaders. Through an integrative literature review of distributed leadership, shared leadership, servant leadership, transformational leadership, adaptive leadership, sustainable leadership, organizational learning, psychological ownership, collective efficacy, leadership emergence, and succession planning, this article develops a conceptual synthesis that gives rise to Ecosystem Leadership: a leadership paradigm that views the organization as an ecosystem that systematically builds the structural, cultural, relational, and learning conditions that allow leadership to emerge, develop, be distributed, and regenerate sustainably. The article develops a conceptual model linking leadership culture, leadership development, organizational learning, and distributed leadership with psychological ownership and collective agency, which in turn drive leadership emergence, leadership regeneration, and organizational sustainability, and proposes an Initiator-Mobilizer-Principal Actor model of leadership capacity development. The article's main contribution is a new theoretical framework for the study of leadership development and organizational sustainability, along with managerial implications for corporations, educational institutions, and nonprofit organizations seeking to build leadership regeneration pathways that do not depend on a single figure.]]>
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