Executive catalysts: Predicting sustainable organizational performance amid complex demands

This is a member only resource

Become a Member » Log In »
Executive catalysts: Predicting sustainable organizational performance amid complex demands
The Leadership Quarterly

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.

Citation: 
The Leadership Quarterly; Volume 22, Issue 5, October 2011, Pages 995–1009

Become a Member

The IOC is a global community of coaches.

Learn more here

Contact Us

  • Institute of Coaching
  • McLean Hospital
  • 115 Mill Street, Mail Stop 314
  • Belmont, MA 02478
  • Phone: 617-767-2670
  • info@instituteofcoaching.org