Two Types of Leadership Models, Depending on the Challenge

Two Types of Leadership Models, Depending on the Challenge

Jesse Segers, Ginkgo Consulting

In the field of HR, organizations are often tasked with designing a leadership model, even when the ultimate goal remains unclear. However, leadership is not an end in itself—it is a means to drive change. The first question must always be: What kind of change does this leadership need to support? Is it a first-order change, focused on optimization and refinement? Or is it a second-order change, a transformation that touches the very core of the organization?

Leadership as a Mirror of the Organization

Every leadership model must be rooted in the unique context of the organization. A model detached from the challenge the organization faces is like a ship setting sail without a compass—precious time and resources are invested in something that ultimately does not steer the organization in the right direction. Compare these two questions: "Describe your ideal leader" versus "Describe the leader who will help you achieve the desired change." The answers will likely be quite different.

That is why the process begins at the top of the organization. Together, leaders must explore: What internal and external forces drive the need for change? What is the first tangible outcome we aim to achieve with this renewed leadership? And most crucially, Is this a first-order change or a second-order transformation? The answer to this final question determines the course and responsibilities in the leadership development process.

Generic vs. Future-Oriented Leadership Models

If the top leadership determines that the primary focus is a first-order change, a generic model may suffice. This model includes the five classic functions of leadership within a system—task, relationship, change, external focus, and values—as foundational elements. Under HR’s guidance, a representative working group can tailor these functions in terms of language, define competencies, and even develop a training catalog.

This model, which validates and refines existing leadership, is unlikely to generate significant resistance. It does not require a large-scale communication campaign but instead serves as a subtle yet powerful HR tool, easily integrated into recruitment, selection, performance evaluation, and leadership development.

However, when an organization undergoes a second-order change, everything shifts. A generic model is no longer sufficient. A future-oriented leadership model is required—one that embraces the organization’s transformative challenges and highlights only a few critical leadership functions.

This new model must be created and embodied by top leadership. It is a model that inspires, yet also provokes resistance. It challenges the status quo, prompting reactions such as:
"What is this about? Why is this radical shift necessary? I don’t understand. This is nonsense."

The Responsibility of Top Leadership

In times of deep transformation, leadership cannot be outsourced. The top leadership must be actively engaged in the transformation and cannot hide behind models or external consultants. Leadership development, in this context, is no longer a collection of skills—it becomes an existential journey:

• Who must we become to shape the future?
• What old beliefs and habits must we leave behind?
• What does leadership truly mean for us?
• How do we guide our people through an uncertain transition without losing direction?

Top leadership must first serve as an example—as leaders in transformation—before they can inspire and guide others and be leaders of the transformation. This requires courage, deep introspection, and the ability to navigate uncertainty. Once they embrace this transformation, they create space for experimentation and ambiguity, allowing the rest of the organization to shape the new leadership. Often, this starts with a pioneering group, where a tangible difference is needed to outline the contours of the future.

Furthermore, in times of second-order change, leadership development is necessary but rarely sufficient. Top leadership must also take an active role in the broader development of the organization—other systemic interventions are indispensable when the challenge extends beyond the individual level.

Conclusion

Leadership is always context- and challenge-dependent. It is not a fixed formula but a dynamic and evolving phenomenon that adapts to the needs of the organization. When leaders become aware of this fluid nature, they can become the key to effectively guiding and realizing change.