Redefining leader self-awareness by integrating the second component of self-awareness

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Abstract

This article aims to extend the current treatment of what constitutes leader self-awareness. Discussion of self-awareness in organizations and leadership research here focused on one component of self-awareness; awareness of individual self-resources. Drawing on Objective Self-Awareness Theory (OSA theory, Duval & Wicklund, 1972), this paper explores a neglected second component of self-awareness: the ability to anticipate the views of others. Leaders gain awareness of their influence on others through impulses to self-focus, which leads to self-evaluation against extrinsic standards, and insight regarding leader influence. Research and practical implications of the second component of self-awareness are discussed.

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