In an era defined by rapid technological advancement, shifting societal expectations, and increasing environmental complexity, the role of senior leadership is undergoing significant transformation. This dissertation explores the role of curiosity as a leadership imperative among senior leaders in large publicly traded organizations, particularly within the context of what is defined as the Age of Qualitative Growth—a paradigm shift emphasizing mindful growth, sustainable resource use, and leveraging technological advances like AI and automation to create more efficient, resilient, and environmentally conscious systems. Drawing from in-depth interviews with senior executives, this qualitative study examines how curiosity influences leadership behaviors and how leaders’ perspectives on curiosity have evolved over time.The findings highlight three critical insights: first, senior executives in this study display pronounced openness to exploration and proactively regulate their curiosity to manage uncertainty and mitigate stress. Second, curiosity acts as a crucial catalyst in leadership, empowering leaders in this study to drive innovation and lead changes, motivate and develop talent, and stay centered amidst pressure and chaos. Third, curiosity’s activation is significantly influenced by three contextual enablers and barriers—Energy and Space, Culture and Leadership, Purpose and Growth—each shaped intentionally by senior leaders through reflective practice and strategic decision-making. However, the study also highlights critical cautions. Excessive curiosity can lead to distraction, delay decision-making, and misalign leaders' focus from immediate operational demands, creating frustration among stakeholders. Participants cautioned against cognitive overload induced by unchecked curiosity, as well as the risk of perceived inauthenticity, underscoring the importance of maintaining genuine curiosity-driven interactions. Expanding existing leadership theory, this dissertation reframes curiosity not as a fixed personality trait but as a dynamic and contextually responsive capacity that can be deliberately cultivated. The research introduces a practical, actionable framework—the Curiosity Compass for Senior Leaders—to guide executives in strategically activating curiosity within themselves, their teams, and their organizations. This framework offers tangible implications for executive education, organizational learning design, and leadership assessment practices. Ultimately, the dissertation affirms that curiosity—when recognized, supported, and intentionally practiced—can serve as a transformative force in navigating complexity and fostering sustainable growth in today’s evolving business landscape.