Management mindsets play a key role in shaping organizational structures; therefore, managers themselves often stand in the way of an organization’s development. Every leadership style attracts employees who prefer this style and thus contributes to the entrenchment of the structures. The six-mindset model is an empowering tool that helps the individual recognize and understand why mindsets are so important for leadership development in today’s world. The different mindsets are:
Self-orientated-impulsive
Self-orientated-impulsive leaders usually focus only on themselves and take everything personally. They find thinking over longer periods of time difficult and seek immediate advantage or victory. Employees have no say and have to put up with outbursts of anger and irrational ideas. Power is concentrated with the boss, who views themselves as a centre of power and manages employees with threats and coercion.
Group-centric-conformist
Group-centric-conformist leaders demand obedience. Individual opinions are unwelcome. The organization has a strong hierarchical structure with chains of command from top to bottom. The lower down the hierarchy, the weaker the power. Managers are not there to offer opinions or feedback and are willing to act against their own convictions to serve a cause. Responsibility and risk are avoided.
Rationalistic-functional
Rationalistic-functional leaders focus on numbers and facts, and their organization has to run like a well-oiled machine. Individual interests and strengths are brushed aside. The future vision can be shown in an Excel spreadsheet. Practical constraints determine the actions taken. Emotions and the long-term are not yet considered. Numbers are what count.
Self-determining-confident
Organizations with this mindset focus on empowerment and strengths. Employees have more freedom and job descriptions are flexible. The corporate structure is geared more towards the employees. Employees can flourish and flexible management goals allow more personal responsibility. Leaders find they have to trust the employees and give them more leeway.
Relativistic-individualistic
This mindset marks the beginning of the post-conventional stage, or “New Work.” Self-management, time sovereignty, and working hours based on trust are increasingly common. Such organizations are more open, more agile, and more diverse and require a mature workforce. Decisions are made through dialogue and values are taken seriously.
Systemic-autonomous
Organizations with a systemic-autonomous mindset operate with purpose. People are seen as whole entities and given space for growth. Power is distributed and decision-making lies with the individual. Leaders are committed, among other things, to the long term, honesty, and global accountability. They need a core team that has fully internalized this mindset and knows how to deal with the distinct mindsets of the employees.
The six-mindset model seeks to instil more optimistic and nuanced thinking. If we are more mindful of how we choose our mindset, our inner freedom and the common space for action grow. We can only decide for ourselves how we face and interpret the new now. If we have a sense of the respective mindsets, we are free to change them and realign our actions.
If you want to find out more about this topic, please follow this link.