MANAGERIAL SELF-AWARENESS IN HIGH-PERFORMING INDIVIDUALS IN ORGANIZATIONS

Individual differences in the construct of managerial self-awareness ( MSA) -operationalized as congruence between self and direct reports' b ehavioral ratings-were examined in 134 high-performing (HP) and 470 av erage-performing (AV) managers obtained from 4 independent datasets. R esults based on several different approaches to measuring ratings agre ement indicated that HPs were significantly more managerially self-awa re compared with AVs. This relationship was consistent regardless of d ata source, organization, or method of assessing managerial performanc e. No overall relationships were found between congruence and level of item importance, gender, management level, age, or tenure. When compa red with other measures for assessing self-focus, the construct of sel f-monitoring was found to be convergent with managerial self-awareness , whereas the construct of self-consciousness appeared to reflect prim arily rating leniency effects. The article concludes with a comparison of the measurement approaches used, limitations, and suggestions for further study.