ABSTRACT
Mental models, a form of cause and effect connections applied to domain-specific goals, are used by leaders and teams alike. Here, we focus on leader’s mental models in a broad survey of the literature. We aim to review topics including (1) what a mental model is (2) how leaders acquire mental models, and (3) how mental models impact a leader’s performance. Our literature review does not forget the leader’s context (i.e., the team), as we also discuss how the leader’s mental models affects team performance and how the leader can facilitate the development of shared mental models. The chapter is concluded with a brief discussion of mental models within shared leadership and a research agenda for organizational scientists.
