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Managerial self-awareness and its impact on leadership in high-performing managers.

Managerial self-awareness is thought to impact leadership. A multi-rater feedback instrument was used to gather performance data on 70 managers in a large multi-national airline in regards to five leadership dimensions: making sound decisions, driving for results, effective communication, self-management, and innovation. Difference scores between self and direct reports were calculated and used as the operational definition of managerial self-awareness. T-tests were run to examine the difference between high performers and average performers. No significant differences were found. Additionally, correlational measures between the five leadership competencies and the managerial self-awareness measure indicated statistically weak relationships.

Identiferoai:union.ndltd.org:unt.edu/info:ark/67531/metadc3102
Date05 1900
CreatorsYancey, Margaret
ContributorsJohnson, Douglas A., Beyerlein, Michael, Ballentine, Rodger
PublisherUniversity of North Texas
Source SetsUniversity of North Texas
LanguageEnglish
Detected LanguageEnglish
TypeThesis or Dissertation
FormatText
RightsPublic, Copyright, Yancey, Margaret, Copyright is held by the author, unless otherwise noted. All rights reserved.

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