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

By Dan Moshavi, F. Brown, Nancy G. Dodd. 2003

100 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/58589883dea63d7e2bcffc7e78190cec0878e314

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. D. Rowland
2. M. Higgs
3. Stein Amundsen
4. Ø. Martinsen
5. Minseop Kim
6. T. Beehr

In Social Psychology

1. D. Rowland
2. Stein Amundsen
3. Ø. Martinsen
4. M. Higgs
5. Minseop Kim
6. T. Beehr
7. N. Clarke
8. Richard Boyatzis

Citations in the corpus

• Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention ☆ (2014, background): “Previous studies have shown that males have a tendency to overestimate themselves to a greater degree than females (e.g., Brutus, Fleenor, & McCauley, 1999; Moshavi et al., 2003; Vecchio & Anderson, 2009).”
• The impact of emotional intelligence on accuracy of self‐awareness and leadership performance (2011, unknown): “…2004), and building subordinate trust and organizational commitment (Sosik, 2001), as well as managerial (Atwater et al., 1998) and subordinate performance (Moshavi et al., 2003) have also been associated with supervisor-subordinate agreement regarding transformational or charismatic leadership.”
• Emperors With Clothes On: The Role of Self-awareness in Developing Effective Change Leadership (2010, background): “Finally, it is important that leaders have a good level of self-awareness that enables them to see that their own mindsets and behaviors may indeed contribute to reinforcing rather than challenging existing systems (Moshavi et al., 2003; Avolio and Gardner, 2005; Higgs and Rowland, 2005).”
• Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes? (2006, unknown): “Empirical evidence In addition to the above-mentioned theoretical discussions, there are several empirical studies which have demonstrated that self awareness, an element of EI measured by agreement between self and other ratings of TL behaviors, is positively related to performance (Atwater and Yam”