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Multi‐source processes have been increasingly adopted by organisations in recent years and most projections suggest this trend will continue. As a developmental technique, one underlying rationale to such systems is their potential impact on target managers’ self‐awareness; increasing self awareness is thought to enhance performance. The main theme of this paper relates to the potential of 360‐degree assessment for yielding measures of self‐awareness and the different ways of deriving indices of this variable. The relationship between self‐awareness indices and measures of performance are discussed in light of research findings. It is concluded that different self‐awareness measures used in the research literature are not equivalent, and may have differential relationships to performance. It is argued that self‐awareness should be assessed in selection and other settings using a variety of methods, not necessarily utilizing the kinds of measures typically associated with multi‐source feedback systems.

Higher education has begun to attend to the importance of collaboration and self-awareness for educating sustainability leaders. However, there has been limited discussion on how to design a pedagogy that supports the development of these competencies, particularly the development of self-awareness. In this chapter, we introduce an experiential pedagogy in which students and faculty work together to develop self-awareness as the basis for sustainability leadership. We present three pedagogical principles that support the emotional learning that is foundational for sustainability leadership: student self-discovery, faculty as co-learners, and a developmentally focused learning environment. We demonstrate how these three principles work together to enable students and faculty to grow their self-awareness, providing the foundation for sustainable leadership. We conclude with a discussion on how management educators can learn from this case to develop sustainability leaders who have the self-awareness and relational competency to lead positive, inclusive organizations that are committed to sustainable business practices.

This study investigates how individuals' self-awareness (specifically, private and public self-awareness) and environment-awareness (perceived expertise, similarity and familiarity) shape herd behavior, encompassing discounting one’s information and imitating others. Drawing from latent state-trait theory, this research aims to discern the impact of these factors on purchase intention and behavior.

Longitudinal data from 231 users in Xiaohongshu, China’s leading social commerce platform, were collected to test the proposed model and hypotheses.

The findings from this study show that private self-awareness negatively influences discounting one’s own information and imitating others. Public self-awareness positively affects imitating others, while it does not affect discounting one’s own information. Perceived expertise diminishes discounting one’s own information but does not significantly affect imitating others. Perceived similarity and perceived familiarity are positively related to discounting one’s own information and imitating others. The results confirm different interaction effects between self-awareness and environment-awareness on herd behavior.

First, this contributes back to the latent state-trait theory by expanding the applicability of this theory to explain the phenomenon of herd behavior. Second, this study takes an important step toward theoretical advancement in the extant literature by qualifying that both self- and environment-awareness should be considered to trigger additional effects on herd behavior. Third, this study provides a more enlightened understanding of herd behavior by highlighting the significance of considering the interplay between self- and environment-awareness on herd behavior. Finally, this study also empirically confirms the validity of classifying self-awareness into private and public aspects.

Employee’s lying behavior has become ubiquitous at work, and managers are keen to know what can be done to curb such behavior. Managers often apply anti-lying strategies in their management and, in particular, the role of self-awareness on lying intervention has drawn academic attention recently. Drawing on multi-disciplinary literature, this study aims to investigate the efficacy of self-awareness in reducing lying behavior.

Following the perspectives of positivism and deductive reasoning, a quasi-experimental research approach was adopted. Employees from Dijon, France were recruited as research participants. Based on the literature, different conditions (scenario manipulation) were designed and implemented in the laboratory, in which participants were exposed to pre-set lying opportunities and their responses were analyzed accordingly.

Unlike prior studies which praised the merits of self-awareness, the authors found that self-awareness did not decrease lying behavior, not encouraging the confession of lying either. Employees actually lied more when they believed other employees were lying.

This study suggests managers not to rely on employee’s self-awareness; rather, the concept of self-awareness should be incorporated into the work ethics, and managers should schedule regular workshops to keep employees informed of the importance of ethics. When employees are regularly reminded of the ethics and appreciate its importance, their intention of lying is more likely to decrease.

To the best of the atuhors’ knowledge, the current research is the first in its kind to investigate lying intervention of employees in the laboratory setting. Research findings have brought new insights into the lying intervention literature, which has important implication on the implementation of anti-lying strategies.

Proposes that a crucial component of the career development process is what is termed “managerial self‐awareness” (MSA). To‐date relatively little has been written about self‐awareness, particularly in the literature on managerial career development. Specifically explores the concept of self‐awareness in the context of managerial career development. The importance of self‐awareness in the managerial career development processes is examined and the relationship between self‐awareness and managerial success is also considered. The findings of a qualitative study conducted to investigate the effectiveness of two instruments used to enhance self‐awareness are reported. One of the characteristics of effective managerial career development is the creation of self‐awareness in the learner. 360‐degree feedback and personality inventories are considered useful tools in this respect.

The purpose of this study is to investigate whether self-awareness, which is associated with general well-being and positive life outcomes, is also of specific benefit in the workplace. The authors tested the relationship between self-awareness and job-related well-being, and evaluated two different interventions designed to improve dispositional self-awareness at work.

Full-time employees took part in these training interventions and completed questionnaires using a switching-replications design. Questionnaires measured dispositional self-attentiveness (reflection and rumination) and job well-being (satisfaction, enthusiasm and contentment) at three time points over a period of six weeks. Statistical analyses were complemented with qualitative analysis of reported impacts.

Self-awareness was positively associated with job-related well-being and was improved by training. Employees reported gaining a greater appreciation of diversity, improved communication with colleagues and increased confidence.

Sample size limited the extent to which the relatively weak relationships between the concepts could be identified.

Self-awareness is demonstrated to be of value at work, associated with higher well-being and improvements in several positive occupational outcomes. The self-awareness training is more likely to result in active work-based improvements than in reflective changes.

Dispositional self-awareness is shown to be subject to change through training. The study demonstrates the value of self-awareness at work and identifies a range of related work outcomes.

This paper aims to present some findings from a wider study into effective command, leadership and management in the British Royal Navy (RN). Its aim is to increase understanding of two types of self‐awareness, emotional and congruent, and their relationship to job performance and personality.

The sample consisted of 261 Officers and Ratings in the Royal Navy. Performance was established through the organisation's own rigorous appraisal process, while personality and competency data were gathered through the use of the Occupational Personality Questionnaire (OPQ) and the Leadership Dimensions Questionnaire (LDQ). Two difference measures were computed to assess the congruence of self‐other assessment (d1) and degree of under‐ or over‐rating (d2).

The results demonstrate that self‐evaluation of own performance (from LDQ) was significantly correlated with appraised (actual) performance. Hierarchical regression showed that both d scales explain significant variance in appraised performance, especially the d2 measure which accounted for 47 per cent. The findings establish the first empirical relationship between congruent/public (self‐evaluation) and emotional/private (self‐consciousness) self‐awareness and performance.

Measures of self‐awareness were derived from the three data sets described, not from a separate measure. The findings relate to a single organisation and need to be replicated more widely.

The results of this study suggest that emotional/private and congruent/public self‐awareness are related to each other and that the latter is significantly related to effective performance. The findings have implications for manager and officer assessment, selection and development.

Given the broad employment contexts of previous studies into external/congruent and internal/emotional self‐awareness and performance, the findings and improvement applications discussed in this paper could have practical implications for many other organisations.

The purpose of this paper is twofold. First, this study applies social presence theory to explore the influences of public self-awareness on consumers’ choice inconsistency and post-choice satisfaction. Second, the authors investigate how time pressure moderates the effects of self-awareness on choice inconsistency and post-choice satisfaction so that online sellers can better align their marketing strategies.

This research consists of two studies. Study 1 conducted a 3 (self-awareness: public/private/control) × 2 (time pressure: high/none) experiment, and 311 online participants were recruited to explore the influence of public self-awareness and time pressure. Study 2 used a 3 (self-awareness: public/private/control) × 2 (time pressure: high/no) × 2 (self-consciousness: high/low) quasi-experiments, and the authors used 652 online participants to examine the effect of self-awareness, time pressure and public self-consciousness on choice inconsistency and post-choice satisfaction.

The results indicate that publicly self-aware consumers under high time pressure show greater inconsistency than those under no time pressure. Also, people with higher public self-consciousness exhibited higher choice inconsistency and post-choice satisfaction in public self-awareness situations than those in private self-awareness and control conditions.

To generalize the results, this study should be replicated using more heterogeneous populations in diverse regions and cultures, as well as other product categories.

This study explores the implications of evoking self-awareness during online consumption and the online purchase process by observing the moderating effect of self-consciousness and time pressure. The findings provide insights to marketing practitioners who seek to increase their companies’ competitive advantage and profits through effective online manipulations of consumers’ self-awareness.

Extant research does not address how time pressure affects the relationships among public self-awareness, choice inconsistency and post-choice satisfaction. In addition, prior research only focused on public self-awareness in customer consumption. This study bridges these gaps and has implications for e-commerce, consumer behavior and relationship marketing research fields.

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.

Facial recognition payment is an emerging mobile payment method that uses human biometrics for personal identification. The purpose of this study is to examine how users' salient beliefs regarding the technology–organization–environment–individual (TOE–I) dimensions affect their attitudes and how attitudes subsequently influence the intention to use facial recognition payment in offline contactless services.

This study comprehensively investigates customers' decision-making psychological mechanism of using facial recognition payment by integrating the belief–attitude–intention (B–A–I) model and the extended TOE–I framework. Data from 420 valid samples were collected through an online survey and analyzed using partial least squares structural equation modeling.

Research results indicate that convenience and perceived herd exert positive effects on trust and satisfaction. Meanwhile, familiarity has a significantly positive effect only on trust but not on satisfaction. In contrast, perceived privacy risk exhibits a negative effect on both trust and satisfaction. Trust and satisfaction positively influence the intention to use facial recognition payment. Unexpectedly, self-awareness negatively moderates the effect of satisfaction on intention to use, but its effect on the relationship between trust and intention to use is non-significant.

To the best of the authors’ knowledge, this study is one of the early studies that explicate customers' psychological mechanism in facial recognition payment in offline contactless services through an understanding of the B–A–I causal linkages with the identification of users' perceptions from a comprehensive context-specific perspective. This study enriches the literature on facial recognition payment and explores the moderating role of self-awareness in the relationship between users' attitudes and intention to use, thereby revealing a complex psychological process in the usage of offline facial recognition payment systems.