How Can SelfAwareness Support the Work of Managers

Secondary literature used includes scholarly articles, peer-reviewed articles as well as books and Thesis abstracts. Much of these articles pertain to the recent years, reflecting up-to-date research.
Findings- The concept of self-awareness is simple and basically rests on the ability of managers and leaders to see through themselves and appreciate their strengths and weaknesses. The idea is to develop the strengths further and to eliminate or overcome the weaknesses. Leaders and managers can become self-aware through numerous ways that have been discussed along with their implications. The most important of these include feedback, participation, self-criticism, open discussion, and empowerment.
Managers and leaders of today must possess a set of attributes fundamental to their survival and progress in organizations. One of the most crucial attributes is self-awareness which, in the case of managers, helps individuals understand their internal strengths and weaknesses which puts them in a better position to deal with external opportunities and threats (Spellman, 2011). Self-aware managers avoid getting involved in behaviors that contradict their goals of stability and provision of a sense of direction to the organization. On the other hand, this vital attribute is also a part of a leader’s portfolio which consists of five groups of attributes: self-awareness, social awareness, self-management, relationship management and the cognitive group (Niculescu-Mihai amp. E., 2008). Research has proven that self-awareness is a powerful determinant of a leader’s performance and can reap immediate benefits to organizations since it enables the leader to tap into his/her core competencies and apply those skills while dealing with the workforce (Mullins, 2001). Hence, self-awareness or self-realization is a fundamental component of leadership and managerial success.