Self-awareness And Leadership

Abstract:-

Self-awareness is our ability to recognize our own emotions and their effects on us and others.
Without being aware of and understanding our own emotions, it will be difficult for us to move
into the other emotional competencies like self-management, social awareness, or team leadership.
Self-improvement is also referred to as personal-development can be said as the improvement to
one’s own mind and character through one’s own efforts. It is a conscious process where one
decides to take oneself in hand and change their life-for the better This survey shows us how why
and when self awareness is necessary in our day to day life. Self-awareness is being aware of
oneself that includes one’s traits, feelings, behavior. It is quite difficult in today’s time to find time
to think about who we are, what are our strengths and weaknesses, personalities, our habits and
values. Besides, many of us are not just inclined to spend much time on self-reflection.
Consequently, many of us have low level of self-awareness because self-awareness is an essential
first step toward maximizing management skills. It can improve our judgment and help us identify
opportunities for professional development and personal growth.

Objective:-

 To study self awareness and leadership both in todays life

 To analysis how to increase self awareness and leadership quality within us.

Literature review:-

Number of researchers suggest that leaders who score high in self-awareness are more likely to be
seen as effective leaders. Diggins (2004), for example argues that heightened self-awareness allows
leaders to recognize and control the effects of their emotions on their behavior and thoughts, and
therefore allows them to develop stronger personal relationships with follows in order to become
more effective leaders. Further Atwater et al. (2005) contends that highly self-aware leaders should
be better able to recognize their mistakes and meet organizational objectives. A variety of different
methods exist for assessing emotional intelligence and self-awareness (e.g., task completion
exercises 2002; self and peer rated behavioral measures: Bar-On, 1997). However, these methods
have been criticized for having poor psychometric properties and for assessing an overly broad
range of behaviors (Ciarrochi et al.,2000). Another way of understanding and assessing self-
awareness is to compare leaders’ evaluation of their own leader-ship with others’ evaluation of
their leadership (self-other agreement) (Atwater et al., 2009; Atwater, Waldman, Ostroff,Robie, &
Johnson, 2005; Ostroff, Atwater, & Feinberg, 2004; Shipper, Kincaid, Redondo, & Hoffman, 2003;
Atwater, 1997). This approach was adopted in the current study as exploring the agreement among
self-other ratings allows focal individual or leader to receive feedback regarding performance so
that appropriate behavior adaptations can be made to increase effectiveness (Brett & Atwater,
2001).An example of this approach is provided by Sosik and Megerian (1999). They had 63
leaders from an informational technology company rate their own self-awareness and
transformational leadership behaviors. Additionally, 192 subordinates rated these leaders’
transformational leadership behavior as well as variety of other performance outcomes, such as
leadership performance effectiveness and satisfaction with management. The authors found that
when the ratings between the leader and the subordinates matched, that is, when leaders possessed
high self-awareness, leaders were more likely to berated as exhibiting behaviors representative of
transformational leadership. Further, subordinates were also more likely to indicate that they were
satisfied with their leader’s performance. Other researchers have also found that leaders who are
self-aware (measured as a function of self-other agreement) are more likely to use behaviors
consistent with trans-formational leadership. For instance, Barling, Slater, and Kelloway (2000)
found that self-awareness was related to each of the four components of transformational leaders:
idealized influence, inspirational motivation, intellectual stimulation, and individualized
consideration. These researchers argue that self-aware leaders are able to understand their own
emotions as well as recognize the impact of these emotions on others are then able to use this
insight to motivate, inspire, and challenge their followers. These findings would suggest that highly
self-aware leaders are more likely to be perceived as effective leaders. Although studies have
explored the relationship between self-awareness (self-other agreement) and perceived leadership
effective-ness, few studies have as yet examined how societal culture relates to measures of self-
awareness and perceived leadership effectiveness for hospitality managers. In an increasingly
globalized context, however it is important to examine the impact of societal culture on the
relationship between leadership effectiveness and self-awareness

Methodology:-

Hypothesis:-

1. Leader self-awareness will have a greater relationship to increased ratings of effectiveness

in cultural contexts high in uncertainty avoidance compared to those low in uncertainty
avoidance.
 When uncertainty avoidance is high, and therefore tolerance for ambiguity is low, it may
be expected that self-awareness on the part of leaders is especially important in all areas of
leadership behaviors. A more effective leader is more likely to be one whose behavior may
be predicted across multiple domains (e.g., Constructive, Passive/Defensive, and
Aggressive/Defensive behaviors), as greater consistency between how leaders and others
view the leader’s behaviors, may thereby serve to reduce uncertainty.

2. In contexts with high uncertainty avoidance, perceptions of leadership effectiveness will

rely on congruity between all measured domains of leadership behaviors (Constructive,
Passive/Defensive, and Aggressive/Defensive behaviors).

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