This paper aims at developing a singularly significant mental model and its relevance in the leadership framework. A mental model is an elucidation of a person’s progression of thought concerning how something operate in the actual world set up. It explains the surrounding elements of the world and how they interact between one another. A mental model, therefore, concerns an individual’s perception of actions in relation to factors concerning the environment and their subsequent results. These deeply ingrained thoughts create an impact in the behaviors and lifestyles of an individual.
An understanding of an individual’s mental model is significant since it creates awareness to a person regarding his or her personal understanding of the world. People have varied perceptions of what the reality is. Therefore, in-depth understanding and knowledge of an individual’s mental model is a tool that equips him or her with unique knowledge of modifying self character, behavior and understanding. It results in developing a reliable and sufficient adaptive leadership model in the organization.
This paper identifies “Thinking-Action-Outcomes” model as being significant in explaining and developing a personal model in view of change leadership. The mentioned model is composed of three parts that work together to achieve a reliable outcome. The first step is the Thinking stage, which is concerned with enforcing cognitive aspects of an individual. Before initiation of any action, it is important to think strategically (Obolensky, 2010). The Action Phase then follows, and it entails actualizing the thought processes and institutionalization of ideas generated in the initial phase follows this stage. Finally, the relationship between the thought process and the action phase results in the outcomes of the model. This is a decisive phase since it gauges whether the model is either successful or otherwise. A positive outcome indicates success while a negative outcome indicates failure and mismatch.
An adaptive leadership model is a type of model that is conceived depending on the prevailing circumstances. It is dependent on the problems at hand that require solution. In other words, it is a contingent type of leadership model. It has no pre-programmed solutions since it assumes that problems vary and keep on changing.
For any Adaptive Leadership model to be successful, it is important to understand various factors. First, the immediacy of the solution required for a given problem of leadership. Some challenges in the organization require urgent attention as opposed to others. Therefore, it requires urgent leadership models to help mitigate such challenges. An adaptive leadership model requires flexible frameworks put in place to deal with leadership concerns as they fall due.
One important facet in the development of adaptive leadership model is called adaptive challenges. These refer to challenges that cannot be solved by merely technical answers put in place. They do not have an absolute mechanism put in place for their solutions. Only People themselves can solve them. For example, a nutritionist can help give advice on weight-loss procedures but cannot curb one’s love for sugar, chocolates, and junks.
In essence, the development of an Adaptive Leadership model depends on the leader’s ability to understand the problem at hand, the kind of solution necessary for the problem and the immediacy for a response. It also depends significantly on the ability to understand the types of challenges, whether they be adaptive challenges or not.
Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Farnham, England: Gower.