Managerial self-awareness in high-performing individuals in organizations.

Abstract

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 selfmonitoring 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.

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

“…In addition to enhancing the managers' self-awareness, we also propose that an important side effect of the coaching that accompanies the 360-degree feedback can be a positive impact on the attitudes of the managers and their employees (Church, 1997;Rogers, Rogers, & Metlay, 2002;Walker & Smither, 1999). In other words, achieving the reduced perceptual discrepancies is not an end in itself; just as important is the positive impact it can have on personal and employee outcomes (Hollenbeck, 1989;Phillips, Hollenbeck, & Ilgen, 1996).…”

Summer Research Program - 1998 Graduate Student Research Program Volume 7 Armstrong Laboratory

“…This difference may also be a result of the raters actually observing different behavior (London & Beatty, 1993) or the individual displaying different behaviors in different situations due to the differing dynamics of relationships with peers, subordinates, and supervisors (Funder, 1987). Along these lines, Church (1997) found that individuals high in self-monitoring had more agreement with other raters, as they were better at assessing their performance on the job.…”

A Study on Dance Emotional Competence Model Development

“…Scholarly research has confirmed these sentiments and found that higher levels of congruence between managerial "self" and "total others" behavioral ratings is associated with managerial effectiveness and performance (Atwater & Yammarino, 1992;Van Velsor, Taylor & Leslie, 1993;Church, 1997). It is also widely believed that this self/total other discrepancy is greater for those who are higher-level managers, although empirical studies have failed to validate this observation (Church, 1997).…”