Are You Managing or Leading? Kegan’s Model Can Help You Level Up

“Act like an adult!” Ever heard that before? Maybe from a boss, a colleague, or even a family member? But what does it really mean to be an adult? Is it just about turning 18, getting the right to vote, drive, drink, or even get married? Or is there something more to it?

Adulthood isn’t just a legal milestone; it’s a journey of growth, a shift in the way we see the world and make decisions. And one of the best ways to understand this journey is through Kegan’s Model of Adult Development.

Understanding Kegan’s Model

Robert Kegan, a developmental psychologist at Harvard, introduced a framework for understanding how adults evolve in their thinking. He proposed five stages, Impulsive Mind, Imperial Mind, Socialized Mind, Self-Authoring Mind, and Self-Transforming but for most working professionals, three of them are particularly relevant: Socialized Mind, Self-Authoring Mind, and Self-Transforming Mind. Let’s explore them one by one.

1. The Socialized Mind (Stage 3)

Imagine an entry-level employee in a large corporation. They diligently follow company policies, seek approval before making decisions, and measure their success based on their manager’s feedback. If their boss praises them, they feel accomplished. If their boss is unhappy, they question their competence.

This is the Socialized Mind—a stage where individuals rely heavily on external validation. They prioritize belonging over independent thinking, often avoiding conflict and conforming to expectations set by leaders, colleagues, and corporate culture.

Research by Ashford & Cummings (1985) found that employees actively seek feedback to reduce uncertainty and validate their performance, often relying on manager approval rather than personal judgment. This reinforces conformity and dependence on external validation, hallmarks of the Socialized Mind stage.

While this mindset helps build team players who follow processes effectively, it can limit innovation and independent decision-making. Many employees in traditional work environments remain at this stage, following company norms without questioning them.

2. The Self-Authoring Mind (Stage 4)

Now, picture a mid-level manager leading a critical project. Instead of blindly following company protocols, they question outdated policies that slow down efficiency. They propose a new workflow that reduces approval wait times by 30%, even if it means challenging long-standing company practices. However, a study on large-scale agile transformations found that teams with more decision-making power improved collaboration and delivery speed, yet often faced resistance when challenging traditional approval processes. Self-directed managers who streamlined workflows encountered pushback from leadership reluctant to change existing structures.

This is the Self-Authoring Mind—a stage where individuals move beyond external validation and operate from their own values, principles, and critical thinking.

At this stage, professionals:

• Make independent decisions based on logic and experience
• Think critically and challenge existing structures
• Take ownership of their leadership style and career growth

This is where true leadership begins. However, individuals at this stage may sometimes struggle with feedback, as they rely strongly on their internal belief system rather than external opinions.

3. The Self-Transforming Mind (Stage 5)

Now, think of a senior executive—someone responsible for leading an organization through constant market disruptions. Instead of rigidly sticking to one strategy, they continuously adapt based on emerging trends, technological advancements, and evolving customer needs.

For example, Satya Nadella, CEO of Microsoft, transformed the company’s culture by shifting its mindset from “know-it-all” to “learn-it-all.” He embraced a growth mindset, encouraged adaptability, and valued diverse perspectives—hallmarks of the Self-Transforming Mind.

At this stage, individuals:

• Accept complexity and contradictions instead of seeking absolute answers
• Are adaptable and open to change, seeing leadership as a continuous learning process
• Focus on long-term impact over short-term wins, driving purpose-led innovation

While very few reach this stage (Kegan estimates only about 1% of adults do), those who do become visionary leaders who shape industries and redefine corporate landscapes.

From Managing to Leading: Applying Kegan’s Model at Work

Sahil, now a team leader, sat in his office reviewing his team’s performance. Productivity was fine, but something was missing. His team followed instructions, but they didn’t take initiative. It felt like they were waiting for orders rather than driving results.

Then, he remembered Kegan’s model. His team was stuck in the Socialized Mind stage. They valued approval over ownership. If he wanted to see real change, he had to help them move toward self-authorship.

Step 1: Encouraging Independent Thinking

Ravi changed the way he responded to questions. Instead of giving answers, he asked:

“What do you think?” or “How would you solve this?”

At first, his team hesitated. But slowly, they started sharing their own ideas. They learned to trust their judgment.

Step 2: Creating Ownership and Accountability

He stopped assigning tasks and instead asked team members to own solutions. When a new project came up, Priya, a team member, suggested a new workflow. It reduced turnaround time by 25%.

That was self-authorship in action. Priya had moved from following orders to shaping her work.

Step 3: Cultivating a Growth Mindset

As his team grew, Ravi realized he needed to evolve too. He sought diverse perspectives, questioned his own assumptions, and embraced continuous learning. This was his step into The Self-Transforming Mind stage—where leadership isn’t about having all the answers but about creating a space for growth

Why This Matters in Corporate Life

Understanding Kegan’s model is not just a theoretical exercise—it has practical implications for professionals at all levels.

For Employees: Recognizing where you are can help you grow beyond the Socialized Mind and move towards self-authorship. You can take more initiative, trust your judgment, and contribute meaningfully.

For Managers: Encouraging team members to think independently and question assumptions can drive innovation and problem-solving.

For Leaders: The best leaders evolve beyond self-authorship and develop a broader, self-transforming mindset—seeing the bigger picture, balancing multiple perspectives, and creating lasting impact.

Growth is a Journey, Not a Destination

Kegan’s model teaches us that personal and professional growth never stops. The key is to keep evolving—moving from being shaped by external forces to defining our own path, and ultimately, to embracing a mindset that transcends even our own beliefs.

So, the next time someone tells you to act like an adult, ask yourself: What kind of adult do I want to be? The answer could shape the future of your career and leadership journey.

This article is written by Sourabh Chavan, Learning Solution Manager, GlobalGyan Leadership Academy.