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

Dan Moshavi (College of Business, Montana State University, Bozeman, Montana, USA)
F. William Brown (College of Business, Montana State University, Bozeman, Montana, USA)
Nancy G. Dodd (College of Business, Montana State University, Bozeman, Montana, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 November 2003

Abstract

This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in‐agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in‐agreement, and both subordinates of underestimators and those in‐agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self‐awareness categories and transfer intent. Finally, subordinates of underestimators and those in‐agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.

Keywords

Citation

Moshavi, D., Brown, F.W. and Dodd, N.G. (2003), "Leader self‐awareness and its relationship to subordinate attitudes and performance", Leadership & Organization Development Journal, Vol. 24 No. 7, pp. 407-418. https://doi.org/10.1108/01437730310498622

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited