Evaluation of the Extent to Which Self-Awareness Matters in the Development of Leadership and Management Capability

Self-awareness, essential in leadership and management, involves understanding one’s character, emotions, motives, and desires (Carden et al., 2022). This skill is pivotal for leaders and managers, shaping their decision-making, communication, and relationships at work. According to Yadav et al. (2019), self-aware Leaders are often more empathetic, flexible, and better at dealing with personal and professional problems. They stand out in perceiving the work environment, tending to their team’s needs, and adjusting to an individual approach to leadership.

In her publication, Tasha Eurich brings attention to the fact that self-awareness considerably impacts both personal and professional lives. She states that, generally, self-aware people are much happier, make excellent decisions, and are successful in most aspects of their lives, such as relationships and careers. Self-aware leaders are among the top communicators, creative thinkers, and confident individuals professionally. This results in top-notch workplace performance, more promotions, and how they can best affect their teams positively. Eurich further notes that firms directed by self-aware leaders are more profitable than their peers, underscoring the role of successful leadership through self-awareness.

Definition of self-awareness

Self-awareness is the conscious awareness of a person’s character, feelings, motivations, and wants ( Carden et al., 2022). This characteristic is essential in leadership and management because it helps leaders identify their strengths and weaknesses. Such awareness helps inform their decision-making mechanisms, influences how they interact with others and facilitates their capacity for change. By raising self-awareness, leaders can better manage the intricacies of their positions and provide more responsible leadership.

An important one is Daniel Goleman’s work with Emotional Intelligence (EI). According to Afrifa Jr et al. (2021), Goleman argues that self-awareness is essential to EI and includes self-regulation, motivation, empathy, and social skills. He contends that these factors play an essential role in successful leadership as they help one better understand and control emotions, both for oneself and others. His research suggests that through a step-by-step process of self-awareness, leaders with high emotional intelligence are more effective in team management and environment development based on positiveness for reaching organizational objectives.

research shows that very self-aware leaders find it easier to place themselves in other people’s shoes, navigate tricky social situations more efficiently, and achieve higher success rates with conflict resolution.” Understanding and managing personal and interpersonal dynamics in diverse and quickly changing business environments is a critical skill.

Nonetheless, the idea of self-awareness in leadership has its counterarguments and restrictions. One criticism is that there will be too much over-introspection. As Bertrand, G. (2023) noted, over-analysis leads to a lack of decisiveness, low Self-confidence, and ineffective action – qualities that result in poor leadership. Additionally, having self-awareness without the capacity to act on that knowledge constructively can prove counterproductive. Such leaders may be aware of their weaknesses but cannot change how they behave, which could have a detrimental effect on stagnation or overall workplace dynamism. Other possible limitations include the potential bias in self-perception; people may have a distorted perception of their abilities and qualities, thereby being more confident than they should be or just underrating themselves as leaders.

Identification of the two core modules (Emotional intelligence and Leadership and Management)

Emotional intelligence

Emotional Intelligence EI, as described by Daniel Goleman and the team of John Mayer and Peter Salovey, is an essential competence in effective leadership. It involves the complicated knowledge and care of personal emotions and others’ sensations. EI is structured around five core elements: self-awareness (the ability to own and understand emotions), Individual regulation of disruptive depression of property values and impulsiveness, and individual perception and control (Cavaness et al., 2020).

In his influential work, Goleman can use this to illuminate the importance of EI in improving leadership efficacy. Mayer and Salovey’s work helped even further to establish the concept as necessary and closely linked with organizational leadership. According to Sharma et al. (2021), leaders who are high in EI create an environment that is cooperative and cohesive among all employees. They also lead their teams through various challenges and changes effectively.

Handling complex workplace relationships calls for proficiency in these leaders’ understanding and controlling emotional dynamics. EI is not just a personal characteristic but an essential part of effective leadership that affects individual and organizational success (John et al., 2019). It fosters a supportive, empathetic, and active workplace culture, making EI an indispensable tool for leaders who want to establish closer links with their teams as well as develop a thriving organizational environment.

Leadership and management

Though interrelated, The roles of a leader and that of a manager are different. A leader motivates people or groups toward a vision or destination (Mohd Adnan et al., 2019). They are often considered visionaries who inspire, guide, and develop change. A manager’s role is usually described as implementing the plans of an organization and keeping control over operations performed by resources. The role is that they are responsible for orienting the goals, planning, and organizing work of their team or department. The approach influences self-awareness profoundly in these roles, especially when making decisions, resolving conflict, and leading. Scholars such as Peter Drucker and Warren Bennis have stressed self-awareness in good leadership and management. Drucker, in particular, emphasized that self-aware leaders are strong decision-makers as they know their biases and limitations. With this being their awareness, they can look at the situation from various points of view and make more balanced and informed decisions. This capability helps to create a more positive and cooperative environment for resolving conflicts.

As far as leading style was concerned, Warren Bennis explained that by having self-knowledge, a leader can be natural and stay true to his ideals and values, which can determine whether or not the leadership will turn out sincere enough. Leaders and managers who know their strengths, weaknesses, and emotional drivers would be more likely to change their style according to the needs of the team and the demands of different situations, thus increasing their effectiveness as well as overall performance in an organization (Goleman, 2016)

Importance of Self- awareness in career development

Career self-awareness is multidimensional, affecting career decisions, communication skills, and the ability to deal with team members. This alignment often results in increased job satisfaction and success. For instance, a study by Green Peak Partners and Cornell University showed that high self-awareness was the best predictor of success among executives. People who understand their strengths can quickly identify where they are best suited in terms of roles and opportunities that would allow them to succeed.

I aspire to be a sales consultant and eventually develop my consultancy firm, which will naturally belong in the lively realm of dealing with clients who buy products; that is what this dynamic field entails. Some of the major features that characterize this industry are strategic planning, client relations, and a results-oriented approach. As a sales consultant, my work is extensive, from comprehending client demands to analyzing tendencies in the marketplace and developing personalized sale schemes to monitoring clients’ portfolios.

In this regard, developing competencies in Emotional Intelligence, EI, and Leadership Management takes priority when striving for success. As Lyne, J. (2019) pointed out, EI has a significant role in sales consultancy because one needs strong interpersonal skills and the ability to relate well with people of various forms. Whatever product or service we provide, the ability to empathize with clients, understand their unique business challenges, and communicate solutions effectively is central to developing long-lasting relationships and successfully closing deals. Besides, self-awareness, another building block of EI, is crucial in coping with the quick and unpredictable dynamics associated with sales, where one needs to be resilient under pressure (Bhardwaj et al., 2023).

These include Leadership and Management skills. In sales consultancy, especially when managing a firm, the ability to guide and motivate a team, manage resources efficiently, and make strategic decisions is essential. This entails guiding the internal teams and working with clients to achieve their goals. However, effective sales consultancy leadership also implies integrating multiple market insights and client needs, composing harmonious strategies that lead to growth and success. As a professional in sales consultancy with an ambition to run my own company, I should not only know the technicalities of selling and client relations but also be able to direct both my team and clients toward mutual targets. The evolution in EI and Leadership and Management is therefore not just beneficial but imperative to help one drive through the chaotic nature of the sales sector while leading teams successfully, hence building a consultancy that can offer successful, impactful solutions with clients at its core in a highly competitive space.

Table 1: Psychometric tests, strengths, and weaknesses

Self-Analysis.

The self-analysis journey through various toolkits and psychometric tests is enlightening, enabling me to look at my strengths and weaknesses from a broad perspective. This reflection is critical since I want to establish myself in sales consultancy, explicitly concerning the professional services within the supply chain. For example, The Belbin Individual Team Role Report showed my leading roles as a Completer Finisher and Resource Investigator. 78% alignment to Completer Finisher, therefore, gives me the authenticity of being a person with meticulous attention to detail and high dedication towards quality. This feature is invaluable in the targeted supply chain segment, where a small mistake can have grave consequences. Similarly, my 63% match as a Resource Investigator highlights my strength in networking and identifying new possibilities. This skill is critical in the dynamic supply chain environment, in which establishing and developing contacts might lead to new ventures or collaborations.

From the Career development model questionnaire, I possess a clear sense of purpose, exceptional dedication, and a solid commitment to my career goals, complemented by resilience and an ability to navigate professional challenges effectively. The StrengthsFinder (CliftonStrengths) test identified my proficiency in paramount strategic thinking and problem-resolving capabilities, which are essential for the life of a consultancy firm focusing on making impactful decisions and comprehending complex supply chain mechanisms as these comprise an everyday routine. My ability to design creative solutions is a strong competency in tackling the problems endemic within the supply chain domain. Nevertheless, there is a tendency to hyper-focus on possible futures, sometimes at the expense of immediate operational needs. I want to improve balancing long-term strategic planning with immediate action items.

The Big Five Personality Test results were favorable and revealed a high score in openness to experience and good work ethic. These characteristics are helpful when it comes to adjusting the supply chain and sales world that is riddled with constantly changing market trends and ever-evolving client requirements. My social Confidence and practical problem-solving skills are strengths that make my consultancy reliable and effective. However, I need to face my tendency to avoid confrontational situations, which negatively affect my effectiveness in critical negotiations or when directly interacting with clients. The characteristics of behavior revealed by the DISC Assessment brought out dominant features useful for leading projects and making even bold decisions. My balanced approach when working with tasks is vital for coping with various aspects of consultancy and supply chain projects. However, this superiority may impact the collaborative efforts, while a very high score for conscientiousness could make him slower in decision-making because he would be overly cautious and eager to work on it.

Finally, Emotional Intelligence (EI) Assessments highlighted my high emotional awareness and ability to cope with emotions well. These competencies help to realize client emotions and manage professionalism when risk is high. Firstly, functionally strong empathy and conflict resolution skills are in client interactions and team management. These assessments have yet to confirm my strengths and shed light on the areas for personal development. They highlight the necessity of a balanced approach to leadership, combining strategic thinking with empathic and effective team management. This holistic awareness of my strengths and areas for improvement is essential to me as I embark on the next steps in career development so that I can be prepared when setting up a prosperous sales consultancy business focused on supply chain services within a constantly changing landscape.

Reflection Writing on The Behavior Pattern Observed from Strengths and Weaknesses

Considering the outcomes of different psychometric tests has become a transformative process, providing profound knowledge about one’s professional potential and opportunities for improvement. For instance, my Completer Finisher role, as identified in the Belbin report, shows attention to detail and a passion for quality, which is critical within precision-oriented supply chain management. The Resource Investigator aspect of my profile complements this by adding a dynamic, relationship-focused dimension to my skill set. I believe this combination of detail orientation and social interaction equips me uniquely for the consultancy challenges.

The Career Development questionnaire shows that I reflect a clear purpose and satisfaction and demonstrate a strong sense of ambition and focus, evidenced by a score of 9 in ambition and focus. However, my resilience score of 6 in bouncing back from negatives highlights a need to enhance my recovery and optimism in facing challenges. StrengthsFinder affirmed my strategic thinking and problem-solving abilities, which are essential for innovation in supply chain strategies.

The Big Five Personality Test results, showcasing my openness and strong work ethic, align with the adaptive nature of the supply chain industry. However, I will have to work on my aversion to confrontational situations since it could be a limitation, especially in critical negotiations or direct client engagements. The DISC assessment portrayed a dominant trait beneficial for decision-making and project leadership but cautioned against potentially overshadowing collaborative efforts. As shown in the EI assessments, my high emotional awareness and empathy are assets in client interactions and team management. Nonetheless, the challenge of stress management under pressure is an area I am committed to improving. These evaluations confirmed my strengths and revealed the points that require personal improvement.

References

Carden, J., Jones, R. J., & Passmore, J. (2022). Defining self-awareness in the context of adult development: A systematic literature review. Journal of Management Education, 46(1), 140–177.

Yadav, R., & Lata, P. (2019). Role of emotional intelligence in effective leadership. International Journal of Leadership, 7(2), 27-32.

Afrifa Jr, S., Fianko, S. K., & Dzogbewu, T. C. (2021). Goleman’s Intrapersonal Dimension of Emotional Intelligence: Does it Predict Effective Leadership? Organizational Cultures: An International Journal, 21(2).

Bhardwaj, B., Sharma, D., & Dhiman, M. C. (Eds.). (2023). AI and Emotional Intelligence for Modern Business Management. IGI Global.

Goleman, D. (2021). Leadership: The power of emotional intelligence. More Than Sound LLC.

Bertrand, G. (2023). Personality, Emotional Intelligence and the Future of Leadership in US Business (Doctoral dissertation, Saint Leo University).

Blakemore, T., & Agllias, K. (2019). Student reflections on vulnerability and self-awareness in a social work skills course. Australian Social Work, 72(1), 21–33.

Sharma, R., Dhanta, R., & Solomon, D. D. (2023). The Role of Emotional Intelligence in Effective Leadership and Decision-Making in Business Management. In AI and Emotional Intelligence for Modern Business Management (pp. 98–112). IGI Global.

Cavaness, K., Picchioni, A., Mahajan, A., Islam, S., Schwartz, M., Cannesson, M., … & Baer, D. (2020). Linking emotional intelligence to successful health care leadership: the big five personality models. Clinics in colon and rectal surgery, 33(04), 195-203.

John, S., & Niyogi, D. S. (2019). A Study on the Numerous Elements of Emotional Intelligence and Leadership Qualities and Its Impact on Conflict Management: A Review of Literature. Journal of Management (JOM), 6(2), 111-120.

Mohd Adnan, S. N. S., & Valliappan, R. (2019). Communicating shared vision and leadership styles towards enhancing performance. International Journal of Productivity and Performance Management, 68(6), 1042-1056.

Newton, L. M. (2021). Exploring Self-Aware School Leaders’ Communication Techniques and Emotional Responses (Doctoral dissertation, Grand Canyon University).

Crook, N., Alakavuklar, O. N., & Bathurst, R. (2021). Leader, “know yourself”: bringing back self-awareness, trust, and feedback with a theory O perspective. Journal of Organizational Change Management, 34(2), 350-365.

Lyne, J. (2019). The impact of emotional intelligence on business-to-business software as a service sales performance (Doctoral dissertation, Dublin, National College of Ireland).