The hospitality/tourism academic leader as catalytic agent: a model for sustainable institutional change

Research in the sciences describes “catalytic mechanisms” as linkages between substances that initiate sustainable change. Academic leaders infuse catalytic mechanisms within the institution by becoming “catalytic agents.” This article draws from the research to posit a theory of catalytic agentry as an intervention tool that is linked with leadership relationships to enact sustainable change in hospitality/tourism colleges, schools, and departments. Next, examples are reported that describe the flow of organizational interventions that take the form of catalytic mechanisms. Finally, implications for practicing hospitality and tourism academic leaders are summarized.