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.

Developing Employees’ Mental Complexity: Transformational Leadership as a Catalyst in Employee Development

“…Employees at the next stage of mental complexity—the self-authoring mind —are driven by a conscious preoccupation to create and maintain an individual identity that is separate from the collective (Akrivou & Bradbury-Huang, 2011; Kegan & Lahey, 2009). These individuals demonstrate conscious self-reflection and construct their own self-image (Voronov & Yorks, 2015), and they place the most value on received information that aligns with or is relevant to their self-image (Kegan & Lahey, 2009).…”

“…These individuals have an interpersonal orientation and conscious preoccupation that focuses on the creation and maintenance of what we refer to as an integrative identity and what has also been referred to as an interindependent order (McCauley et al, 2006). This means that they have developed a strong self-concept; one that is complex, but also malleable when additional information or knowledge is attained from the outside environment (Akrivou & Bradbury-Huang, 2011; Kegan & Lahey, 2009). These individuals understand that they can affect, and are in turn affected by, the world around them (Voronov & Yorks, 2015).…”

Towards (more) integrity in academia, encouraging long-term knowledge creation and academic freedom

“…(3) A conscious investment is neccessary to appoint in key institutional and policy roles people with the character and intellectual maturiry to catalyse change (Akrivou & Bradbury-Huang 2011. This refers to individuals with the capacity for dialogic mutuality in their shared responsibility as guardians of truth and progress in society and the economy.…”

What are the Attributes of Sustainable Leadership?

“…Research has pointed out that personal and organizational values, as well as the personal interest of managers in the subject, contribute considerably to the development of a sustainable leadership profile in organizations (Akrivou & Bradbury-Huang, 2011;Gardner, Avolio, Luthans, May, & Walumbwa, 2005). However, dealing with challenges related to sustainability requires specific competencies that can be developed by the individuals inside the organization.…”