HomeResearch & Knowledgeback to HomeLeadershipback to Research & KnowledgeUnderstanding the impact of schemas, triggers and modes on your leadershipback to Leadership

Case Study

Understanding the impact of schemas, triggers and modes on your leadership

By Michael D. Watkins and Katia Vlachos

6 pages

August 2023

Order this case study

Reference: IMD-7-2475

This note introduces the Schema-Trigger-Mode model as a tool to help leaders identify ingrained thought patterns, triggers and coping modes, thus fostering self-awareness and emotional regulation. The model, derived from Schema Therapy, explains the relationships between deeply ingrained thought patterns (schemas), activating situations (triggers) and the resultant coping states (modes). Recognizing these can lead to better self-awareness and emotional regulation. In leadership, understanding one’s schemas, triggers and modes helps in developing healthier responses to challenging situations. Such emotional management enhances decision-making capabilities, personnel management skills and overall leadership effectiveness.

Learning Objective

Understanding the concepts of schemas, triggers and modes and their origins.
Recognizing the impact of schemas, triggers, and modes on leadership and decision-making processes.
Learning to identify personal schemas, triggers and modes.
Developing strategies to manage and modulate emotional responses in leadership situations.
Applying the Schema-Trigger-Mode model for improved self-awareness, emotional regulation and personal growth.

Keywords

Human Resources, Emotional Intelligence

Type

Generalized Experience

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

How Haier works - Company Culture

An in-depth study into Haier’s RenDanHeYi philosophy reinforces how it enables business units to innovate and develop new products based on what cu...

Leadership Operations

By William A. Fischer

in I by IMD

Article

Talent’s new lexicon: agility, adaptability, and ambidexterity

Long-trusted ways of leadership talent development are outmoded. Is it time for a radical rethink?

Human Resources Leadership Talent Management Team Dynamics

By Tania Lennon and Misiek Piskorski

in I by IMD

Article

How to cultivate expertise in an age of obsolescence

How leaders can retain cutting-edge expertise as the lifecycle of skills shrinks.

Agility Artificial Intelligence Competitiveness Human Resources Talent Management

By Sarena Lin and Tania Lennon

in I by IMD

Article

A broad canvas: essential reads on creativity and leadership

Professors at IMD recommend books exploring the world of art to help you think in more creative ways.

Leadership

in I by IMD

Article

Combatting tribalism in the workplace - Katharina Lange

Here are simple ways to break down “them-and-us” silos in the workplace, foster a more productive team culture, and make the organization more prod...

5 Archery-inspired principles to help your team hit the bullseye

With its focus on targeted practice, mindful focus, mental toughness, adaptability, and continuous improvement, archery can provide valuable lesson...

Leadership

By Michael D. Watkins and Juan Carlos Holgado

in I by IMD

Article

How to make work work for you - Mind Matters - Thinkers 50

Experts describe simple methods for leaders to combat work-related stress and improve mental health in the workplace.

Human Resources

in I by IMD

Case Study

Mindfulness at SAP (B): From grassroots to global mindfulness

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of ...

Workplace Well-being General Management Global Business Human Resources Leadership

By Anand Narasimhan, Heather Cairns-Lee and Nancy Lane

Case Study

Mindfulness at SAP (A): A skeptic attends the program

This case sets up the context for how the global, IT company SAP transformed a grassroots mindfulness program into a formal offering. Using the sit...

Workplace Well-being General Management Global Business Human Resources Leadership

By Anand Narasimhan, Heather Cairns-Lee and Nancy Lane

Article

What is industrial policy and why does it matter?

Here is a brief look at some of the top questions businesses should consider as they navigate this new era of industrial policy.

General Management

By Fernando Martín Espejo

in I by IMD

26 August 2024

Talent’s new lexicon: agility, adaptability, and ambidexterity

By Tania Lennon and Misiek Piskorski
in I by IMD

Summary

Long-trusted ways of leadership talent development are outmoded. Is it time for a radical rethink?

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Human Resources

Leadership

Talent Management

Team Dynamics

Browse all topics

How to cultivate expertise in an age of obsolescence

By Sarena Lin and Tania Lennon
in I by IMD

Summary

How leaders can retain cutting-edge expertise as the lifecycle of skills shrinks.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Agility

Artificial Intelligence

Competitiveness

Human Resources

Talent Management

Browse all topics

Mindfulness at SAP (B): From grassroots to global mindfulness

By Anand Narasimhan Heather Cairns-Lee and Nancy Lane
Case reference: IMD-7-2521 ©2024

Summary

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of a decade.

Reference IMD-7-2521

Organization SAP

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Workplace Well-being

General Management

Global Business

Human Resources

Leadership