Self-awareness skills: The self-aware leader
A self-aware leader is a successful leader! Learn how to acknowledge & understand your emotions to establish more effective communication with others at work.

Self-awareness skills: The self-aware leader

Self-awareness focuses on what you actually see, head and feel rather than what you interpret.

What is self-awareness?

Self-awareness means having a really good understanding of your emotions, as well as your strengths, limitations, attitudes, values and motives. Being self-aware also allows you to better understand other people and their emotions.

Self-awareness focuses on what you actually see, head and feel rather than what you interpret. Personal beliefs and values can distort what is occurring around you. Part of being self-aware is knowing what emotions or feelings drive your behaviours. From self-awareness i.e. understanding your emotions and being clear about your purpose, flows self-management.

Can you laugh at yourself? If not, you may not be as self-aware as you think.

Without adequate self-awareness, you could be damaging your own career as well as other people and processes in your workplace.


Why be a self-aware leader?

“People with strong self-awareness are realistic—neither overly self-critical nor naively hopeful. They are honest with themselves about themselves. They are honest about themselves with others, even to the point of being able to laugh at their own foibles.” (Source: Primal Leadership by Daniel Goleman, 1998)


To transition from a manager to a leader, you must have a sense of your strengths and weaknesses, and be able to envision continual advancement and growth.

Essentially, self-awareness facilities both empathy and self-management and these two in combination, allow effective relationship management

The self-aware leader is more likely to think things through rather than acting or reacting impulsively.

Self-awareness is often overlooked within a business setting. Without the ability to recognise your emotional state, you will be unable to manage it and less able to understand the emotions of others.


Related training:

Reference and links:

  • Goleman, D. Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Press, 2002.