Executive catalysts: Predicting sustainable organizational performance amid complex demands

Abstract

We propose a conceptual model to better understand core capacities that equip some executives to be effective catalysts of organizational performance over time. Drawing on constructivist theory of ego development, we suggest that the combined effects of self differentiation/complexity and self-integration are individual level predictors of being an effective catalyst. We assert that capacity for meaning making at the individual level is a prerequisite for the type of sense giving that coordinates stakeholder actions. From coordinated action outstanding leadership performance becomes possible. We link our contribution with leadership theory on the importance of vision and complexity. We offer measures and propositions to support empirical testing. We also address directions and implications for further research with emphasis on how executives may develop these capacities.