Introduction Rational model is a management approach requiring managers to adopt systematic procedure to settle on a decision. This model operates on the assumption that personal decisions are made from definite process with the chosen alternative being the most ideal among other alternatives. When the above assumption is followed, then the decision is declared rational. Thus, this reflective treatise attempts to explicitly explore how the mental models may limit and assist perceptions when meeting a person for the first time. How Mental Models May Assist Perception Rationality as part of the mental models comprises of aspects that may merit proactive perception development when interacting with a person for the first time. During such an event, rationality is instrumental in decision environment monitoring to review external and internal decision environment of the other party (Hannan & Freeman 2004 p. 151). Thus, I will be proactively involved in decision problem definition without misjudging the other party since rationality facilitates critical and creative thinking. When interacting with another party for the first time, personal rationality may be instrumental towards drawing achievable target objectives for pending decision and diagnosis through critical reviewing the cause and the reason for such a meeting. This aspect is necessary in micro managing alternative solutions that are in line with the targeted solutions as expected by the other party (Weick & Quinn 1999, p. 381). Nevertheless, rationality as part of personal mental model will provide alternative evaluation through applying relevant experience to quantify the prospect of the other party during the first intra personal communication. Through proactive utilization of this critical mental model, I will be in a position to select the best among other alternatives in viewing the other party. Reflectively, the process depends on managerial abilities and persuasiveness of an individual as informed by the mental model since rationality influences proactive thinking (Senge 2006, p. 171). Personal expectancy as an element of mental models is important and functions between individual interaction and internal attributes of the involved party. As a component of motivational functionality, personal expectancy during an interaction with another party will motivate the aspect of perception that an individual holds towards the environment of leadership and influence (Kotter 1995, p. 57). Upon internalizing this mental model, I will be in a position to expound on implementation mechanism of leadership in broad environmental spectra of the other party through transitional approach in interaction. As proposed by Senge (2006), my perception in leadership functionality influences personal behavior when communicating change or a message to the other party away from personal prejudice, stereotype, or emotions (Senge 2006, p. 176). As opined by Senge (2006), perception reviews and offers the most ethically viable option for “proactive leadership management of behavior” (Senge 2006, p.173). This identifies the aspects of effort-performance expectancy, valence expectancy, and performance-outcome expectancy. Thus, my positive mental perception will boost effort-performance expectancy to apprehend the perception of the individual that I am meeting for the first time. This reaction is likely to be