Managerial Self-Awareness in High-Performing Individuals in Organizations

Individual differences in the construct of managerial self-awareness (MSA)-operationalized as congruence between self and direct reports' behavioral ratings-were examined in 134 high-performing (HP) and 470 average-performing (AV) managers obtained from 4 independent datasets. Results based on...

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Bibliographic Details
Published in:Journal of applied psychology 1997-04, Vol.82 (2), p.281-292
Main Author: Church, Allan H
Format: Article
Language:English
Subjects:
Achievement
Adult
Agreements
Behavior
Biological and medical sciences
Consciousness
Female
Fundamental and applied biological sciences. Psychology
Gifted people
Human
Humans
Hypotheses
Individuality
Inservice Training
Job Performance
Leadership
Male
Management Personnel
Managerial skills
Managers
Middle Aged
Miscellaneous
Occupational psychology
Organization
Organizational behavior
Organizational change
Organizational Culture
Organizational structure
Organizations
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Ratings & rankings
Self
Self awareness
Self Concept
Self evaluation
Self-Perception
Selfawareness
Skills
Statistical Validity
Studies
Citations: Items that cite this one
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Summary:Individual differences in the construct of managerial self-awareness (MSA)-operationalized as congruence between self and direct reports' behavioral ratings-were examined in 134 high-performing (HP) and 470 average-performing (AV) managers obtained from 4 independent datasets. Results based on several different approaches to measuring ratings agreement indicated that HPs were significantly more managerially self-aware compared with AVs. This relationship was consistent regardless of data source, organization, or method of assessing managerial performance. No overall relationships were found between congruence and level of item importance, gender, management level, age, or tenure. When compared with other measures for assessing self-focus, the construct of self-monitoring was found to be convergent with managerial self-awareness, whereas the construct of self-consciousness appeared to reflect primarily rating leniency effects. The article concludes with a comparison of the measurement approaches used, limitations, and suggestions for further study.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.82.2.281