Self-Awareness: How to Unlock Great Leadership

10 May

The ability to lead effectively goes far beyond delegation and strategy design. Effective leadership requires traits such as:

Insight

Curiosity

Vision

Vulnerability, and

Risk

However, what underpins all of these is self-awareness. A truly transformative leader must be on an ongoing journey of developing their self-awareness. It incorporates self-evaluation and reflection, a willingness to receive and act on feedback, mindfulness practices, and continuous learning. It also involves embracing vulnerability, recognising one’s strengths and areas for growth, and adapting to changing contexts.

Through this evolving process, leaders deepen their understanding of themselves and how their actions, emotions, and decisions impact others, ultimately enhancing their ability to lead with authenticity, empathy, and resilience and support others on their own journeys of self-awareness.

Why do we want to be more self-aware?

Carden, Jones and Passmore (2022) surmise that the purpose of self-awareness is to better understand ourselves and better understand our impact on others. In its broadest sense this is true, becoming more self-aware allows us to lead with intention rather than impulse, it helps us understand our values, motivations, the impact of our behaviour on others and align our choices and actions with our values. It also allows us to nurture more meaningful relationships with others in both personal and professional contexts through deeper insight into the interaction between the interpersonal and intrapersonal components of the self-awareness. We become aware of what drives others and how best to connect with them.

What is Self-Awareness in Leadership?

At its core, self-awareness is the capability to recognise and understand one’s own emotions, thoughts, behaviours, and motivations and how they influence both oneself and others (Goleman, 1995).

A self-aware leader is someone who can be honest about their limitations while leveraging their strengths. They don’t just react to situations—they pause, reflect, and respond in a way that aligns with their core values and goals. This kind of leadership is not reactive; it is purposeful, grounded in a clear sense of self (Kegan, 1982).

Why Self-Awareness Matters in Leadership

1. Improved Decision-Making

Self-aware leaders are better equipped to make decisions that are consistent with their values (Loevinger, 1976). They are not swayed by emotions or external pressures but instead take the time to process information, consider different perspectives, and act thoughtfully, with an internal locus of control. This clarity and consistency help build trust within their teams, as people can rely on their decisions to be fair and aligned with long-term goals.

2. Emotional Intelligence and Relationship Building

Self-awareness is a cornerstone of emotional intelligence (EQ), which also includes empathy, social skills, and self-regulation (Goleman, 1995). Leaders with high EQ are able to navigate complex interpersonal dynamics, manage conflict, hold-tension, and create an environment of trust and respect. Being self-aware allows leaders to recognise when their emotions might be clouding their judgment or affecting team morale and organisational climate, giving them the space to adjust and maintain constructive relationships.

3. Resilience and Adaptability

The journey of leadership is rarely smooth. Challenges, setbacks, and unexpected changes are inevitable. Self-aware leaders have the resilience to navigate these turbulent waters because they know themselves well (Kegan, 1982). They are able and willing to reflect on difficult situations, learn from them, and adapt their approach. Rather than becoming defensive, demotivated or disengaged, they approach obstacles with curiosity and a growth mindset, and support their teams to do the same.

4. Personal Growth and Development

A leader who understands their own strengths and weaknesses can continuously strive for improvement (Stephenson, 1992). Whether it's seeking feedback, taking on new challenges, learning new skills or understand their own lens, self-aware leaders are always looking for ways to grow. This commitment to growth not only benefits the leader but also sets an example for their teams, creating a culture of development within the organisation. This is becoming ever more essential as the world changes rapidly.

Building Self-Awareness as a Leader

While some leaders may naturally be more self-aware than others, self-awareness is a trait that can be developed over time (Bandura, 1997; Carden et al. 2022). Here are some effective ways to cultivate it:

Reflect Regularly: Set aside time to reflect on and evaluate your actions, decisions, and emotions against your experiences, your beliefs and your values. Journaling is a great tool for this process (Stephenson, 1992).

Seek Feedback: Encourage honest, constructive feedback from colleagues, team members, or mentors. This feedback provides an external perspective on how you’re perceived, which can help identify blind spots in your self-awareness (Loevinger, 1976).

Practice Mindfulness: Mindfulness practices, to promote presence in the moment, can help you become more attuned to your thoughts and emotions without judgment. This awareness allows you to pause before reacting and make more intentional decisions (Goleman, 1995).

Invest in Coaching: Working with a coach can accelerate self-awareness development. A coach can ask the questions to facilitate development and reflection (Eriksen, 2009). This can be applied to your whole team too, building a foundation of trust and an aligned journey.

Embrace Vulnerability: Great leaders are often those who are comfortable showing vulnerability. Being open about challenges builds trust and sets a tone of authenticity within your team (Brown, 2012).

The Impact of Self-Awareness on Organisational Success

The impact of self-aware leadership extends beyond the leader themselves. Leaders who are self-aware create healthier, more productive work environments. Through interpersonal self-awareness they are able to engage with their teams on a deeper level, understand the challenges their team members face and the impact that their own choices and behaviours have.

When leadership is rooted in self-awareness, it sets a tone for the entire organisation, promoting a culture continuous improvement which incorporates transparency, collaboration, and psychological safety. This enhances decision making and your cultures capacity to innovate through dialogue and effective challenge.

Leading from Within

Great leadership begins with self-awareness. It’s the key to unlocking effective and insightful decision-making, a purpose and a coherent vision, alignment with themselves and connection with others. Leaders who understand themselves- who are proactive in their reflection, open to and seek feedback and map their insights to consciously develop inspire lasting change, build strong teams, and guide their organisations and ultimately their students toward success.

If you are interested in exploring coaching or team opportunities further for either yourself or your team, we would be delighted to discuss how we can work together further. Please book a free introductory call or contact us at info@glasshouselab.com.

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References

Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.

Bandura, A. (1997). Self-efficacy: The exercise of control. W.H. Freeman and Company.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.

Brown, B. (2012). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead. Penguin Books.

Eriksen, M. (2009). Authentic leadership, practical reflexivity, self-awareness, and self-authorship. Journal of Management Education, 33(4), 415-432.

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

Kegan, R. (1982). The evolving self: Problem and process in human development. Harvard University Press.

Loevinger, J. (1976). Ego development: Conceptions and theories. Jossey-Bass.

Stephenson, J. (1992). Understanding the concept of capability: The development of a framework for the analysis of individual and organizational learning. Journal of Management Education, 16(1), 45-57.

Matt Silver