MENTAL MODELS FOR LEADERSHIP EFFECTIVENESS: BUILDING FUTURE DIFFERENT THAN THE PAST

This paper focuses on the link between mental models and leadership effectiveness. Reporting from different examples of mental models representing barriers for change, strategic implementation and organizational learning, the paper emphasizes the fact that mental models affect both leadership effectiveness and overall organizational development. Starting from the question what are mental models and why they represent a relevant management issue, the study focuses on the role and meaning of mental models in terms of their influence on organizational outcomes rather than the actions or decisions being made. Within descriptive mode of analysis, the study investigates how mental models affect organizational conversations through mechanisms such as theories in use and espoused theories. The goal of the paper is to demonstrate the need to move from the old paradigm and make a shift toward new mental models because they offer more valid and useful ways to effectively deal with the complex challenges in an increasingly competitive business environment.