The current strategic leadership literature tends to advocate a leader-centric (upper-echelon) approach to strategy, one in which the leader positions the organization competitively within an environment. Based on Complexity theory, we argue that strategic leadership in a fast-paced environment works to organize both the environment and the organization in ways that enhance the firm’s adaptability, innovativeness, and fitness. We propose a two-pronged strategy: foster cooperative relationships with the organization’s environment, and enable adaptive organizations that are “partners” in the strategic leadership function.