Managerial self-awareness and its impact on leadership in high-performing managers.

Managerial self-awareness is thought to impact leadership. A multi-rater feedback instrument was used to gather performance data on 70 managers in a large multi-national airline in regards to five leadership dimensions: making sound decisions, driving for results, effective communication, self-management, and innovation. Difference scores between self and direct reports were calculated and used as the operational definition of managerial self-awareness. T-tests were run to examine the difference between high performers and average performers. No significant differences were found. Additionally, correlational measures between the five leadership competencies and the managerial self-awareness measure indicated statistically weak relationships.

Grantor dc:publisher

University of North Texas

Year dc:date

2002

Author dc:creator

• Yancey, Margaret

Contributors dc:contributor

• Johnson, Douglas A.
• Beyerlein, Michael
• Ballentine, Rodger

• Leadership.
• Self-perception.
• self-awareness
• leadership
• multi-rater feedback
• innovation
• airline industry

Statement dc:rights

• Public
• Copyright
• Yancey, Margaret
• Copyright is held by the author, unless otherwise noted. All rights reserved.

Language dc:language

English

Identifier

oclc: 54861423
https://digital.library.unt.edu/ark:/67531/metadc3102/
ark: ark:/67531/metadc3102

OAI identifier oai:identifier

info:ark/67531/metadc3102