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Leader self‐awareness and its relationship to subordinate attitudes and performance

Leader self‐awareness and its relationship to subordinate attitudes and performance This study explored the relationships between a leader's self-awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in-agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in-agreement, and both subordinates of underestimators and those in-agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self-awareness categories and transfer intent. Finally, subordinates of underestimators and those in-agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Leader self‐awareness and its relationship to subordinate attitudes and performance

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730310498622
Publisher site
See Article on Publisher Site

Abstract

This study explored the relationships between a leader's self-awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in-agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in-agreement, and both subordinates of underestimators and those in-agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self-awareness categories and transfer intent. Finally, subordinates of underestimators and those in-agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Nov 1, 2003

Keywords: Self development; Job satisfaction; Performance measures

References

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    Atwater, L.E.; Waldman, D.A.; Atwater, D.; Cartier, P.
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