The purpose of this paper is to identify the relationships between self-efficacy and self-awareness and the moral obligations of leaders in understanding and developing these personal qualities. As leaders strive for excellence, self-efficacy and self-awareness can empower them to unlock their own potential and the potential of their organizations and those with whom they work.
The paper integrates research of self-efficacy and self-awareness as they pertain to ethical leadership and presents six propositions that increase leadership effectiveness, create value for the organization, and develop leaders considered my trusted by others.
The authors argue that greater understanding of self-efficacy and self-awareness is important for individual growth and can enable ethical leaders to empower themselves, their colleagues, and the organization in which they work.
This research presents six propositions concerning self-efficacy and self-awareness and their influence on effective leadership that can be tested in future research. The ethically based nature of self-efficacy and self-awareness merits additional academic research and practitioner application.
This paper provides valuable insights to scholars and practitioners by proposing six propositions that will allow leaders to increase their effectiveness and add value to the organization.
Ethical leaders add value by continuously improving themselves. Ethical leaders owe it to others and themselves to be more effective through a greater understanding of self-efficacy and self-awareness.
Self-efficacy and self-awareness are moral duties associated with the identities of leaders and important for leaders in understanding their own capabilities and identities. Greater knowledge of self-efficacy and self-awareness can enable ethical leaders to be more effective and create value.
Caldwell, C. and Hayes, L. (2016), "Self-efficacy and self-awareness: moral insights to increased leader effectiveness", Journal of Management Development, Vol. 35 No. 9, pp. 1163-1173. https://doi.org/10.1108/JMD-01-2016-0011Download as .RIS
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