Self Awareness In Leadership

1505 Words 7 Pages
1.0 Introduction
Work is a group activity and if an organization is to function effectively is requires teams of people to work together. Teams are formed by the organization in order to get jobs done most effectively. Leader leads team of people at work and ensures that the team they lead achieves the objectives it needs to in order that the organization achieves its overall objective. Therefore, leader’s role is important and to develop leader skills such as coaching, giving feedback and delegating. Self-awareness and continue self-development of leaders turn out to be very important in getting to know your strengths and weaknesses and to improve and make you a better leader.
2.0 Literature Review
2.1 Historical relevance of self-awareness
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“Anticipating how others perceive you, evaluating yourself and your actions according to collective beliefs and values, and caring about how others evaluate you” (Baumeister 2005). Similarly (Showry, M., & Manasa, K. L. 2014) has also defined that “Successful leadership often surfaces when people become aware of critical personal experiences in their life, understand the driving forces, and respond by rethinking about self, redirect their moves and reshape their actions”.
Regardless of how classical theories defined self-awareness containing the two components, the treatment of self-awareness in the leadership and management literatures has usually ignored the second component of self-awareness. E.g., one of the famous writers has defined Self-awareness as “one’s own ability to self-observe” (Wicklund, 1979).
2.2 Self-awareness
Malcolm (2000) described self-awareness as how a person knows of his own feelings and the ability to recognize and manage them. Self-awareness involves leaders being able to identify of their own strengths and weaknesses and possessing the ability to be frank and honest about them. Goleman (1996), Goleman has worked extensively on emotional intelligence, has said that self-awareness is a component of emotional
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"Now, the question turns to whether transformational leadership can be trained, and in what manner?" (Bass & Avolio, 1990, p. 23). According to Bass (1985), most individuals need to have the opportunity and the maturity to exhibit more transformational leadership behaviors versus the tendency to function more as a transactional leader at lower levels in an organization and earlier in one’s career. Personal insight is noted throughout leadership theory as a critical characteristic of transformational leaders (Bennis, 1984) and those individuals with high Emotional Intelligence (EI) (Goleman,

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