(Solution) Seven Leadership Mindsets Theory (vMEME) Personal leadership Evaluation



Immense issues and challenges characterize the practice of contemporary leadership. As a common practice, internally, leaders are required to lead and motivate a diversified group of people, work across organizational boundaries, harness efficiencies and ultimately achieve growth. Externally, leaders withstand a complex and globalized business environment, manage government requirements/policies, manage competitors, and meet stakeholder’s expectations. Also, as Li et al. (2013) noted, in their external business environment, there are immense cultural considerations that they must take into account. Currently, the problems and challenges facing leaders dwarf those of the 20th century. According to McMurray et al. (2010), the change in the scope of leadership challenges and problems can be linked to the new mindset and model of leadership required for addressing the tidal wave of change.  In this regard, modern leaders cannot merely engage in problem-solving as a mode of thinking and behavior. However, as Simões (2017) noted, they must react by change-anticipation guided by the dynamic waves of change as a new way of contemplating about the future.  In such a practice, the problems can be converted into challenges that present new opportunities for business development and growth. The issue of leadership problems and challenges is hence a dynamic and inclusive of a broad array of factors characterizing its best practice worth consideration. In this report, Public Authority for Electricity and Water (PAEW) has been used as a case study company. It offers drinking and electricity services in the Sultanate of Oman and doubles up as a regulator for both water and electricity services (Kazem, 2011). Despite PAEW efficiency in performance, it has suffered leadership problems and challenges evident from the increased complaints on their slow policy implementation, increased costs of operations, and staff violation of the set regulations. This report critically assesses and evaluates the PAEW and Oman regulator commissions through athe doption of organization systems and structures theory (Vmeme) through a focus on all approaches and models contained in organizational strategy.

Literature Review

The VMEME model is a reflection of the worldview, a valuing system, a level of psychological existence, a belief structure, an organizational principle, a way of thinking and a mode of adjustment. To affirm this Hay (2010) noted that the model represents core intelligence creating systems and directing people behaviors represented by purple, red, blue, orange and green colours. In this case, in modern leadership and management, use memes in understanding the relevance of leadership development up, down, and across an entity. The spiral dynamics is a development of the Maslow hierarchy of needs (Poston, 2009), developed by Dr. Clare W. Graves and commonly termed as spiral dynamics model (Beck & Cowan, 2014). According to the theory developer, human development is a continuous process or open-ended process with no end in sight but with a capacity for consistent growth. Hence, the concepts presented in this theory are ideal in evaluating the diversity characterizing people, reason some change while others do not change and the best practice in navigating through the emerging and chaotic versions of the human existence (Sorokin, 2017).  This theory can be linked to the individual-level implicit theory (Shondrick et al., 2010) which points out that leader behaviors or practice are an attribute or a motivation of the eyes of the followers. However, the VMEMES are more advanced than the seven mindsets theory which stipulates the issues of evidence accumulation, practice development, the creation of a sacred expression, encouraging growth around an idea, adopting individual narratives, aligning with metrics and expectations of a backlash.

Structures and Systems in an Organization

According to Ferreira and Otley (2009),……………….

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