Self Awareness Case Study

Self-awareness is defined as “having a deep understanding of one’s emotions, as well as one’s strengths, limitations, and one’s values and motives” (Goleman et al., 2002, as cited in Hinton, 2008, p, 19). Moreover, self-awareness is a higher cognitive psychological process where individuals observe their attitudes, feelings, behaviours, relationships and personal characteristics (Oden, Miner-Holden & Balkin, 2009; Church, 1997; Flangan, 2013). Similarly, self-awareness is classified as private and public which involves attributes that are inner and identified by others respectively (Fenigstein, Scheier, and Buss, 1975). Further, it is being identified that the extent of self-awareness depends on personal understanding as well as how others

60). In addition, Bourner (1996) suggests a variety of means of how self-awareness enables a manager to contribute in adding value to the organisation, as illustrated in figure 1. Further, a manager should evaluate him or her-self accurately concerning self/other reports (McCarthy & Garavan, 1999) which would be discussed under analysis tools. Moreover, greater SA improves leadership through creativity, innovation and confidence in approaching opportunities (Flangan, 2013; Ashley & Palmon, 2012; McCarthy & Garavan, 1999). On the contrary, high self-awareness leads to depression and anxiety among managers (Ashley & Palmon, 2012). In the meantime, self-awareness directly relates to self-confidence, hence it is important for managers (Flangan, 2013). Furthermore, Peus, Braun and Knifer (2014) show how lower levels of self-confidence among women have become a barrier for their career development. Nevertheless, self-awareness gives rise to self-development (Peterson & Hicks, 1995, as cited in McCarthy & Garavan, 1999) which will be explained in the next