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

PDF Version Also Available for Download.

Description

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.

Creation Information

Yancey, Margaret May 2002.

Context

This thesis is part of the collection entitled: UNT Theses and Dissertations and was provided by UNT Libraries to UNT Digital Library, a digital repository hosted by the UNT Libraries. It has been viewed 3530 times, with 21 in the last month. More information about this thesis can be viewed below.

Who

People and organizations associated with either the creation of this thesis or its content.

Chair

Committee Members

Publisher

Rights Holder

For guidance see Citations, Rights, Re-Use.

  • Yancey, Margaret

Provided By

UNT Libraries

The UNT Libraries serve the university and community by providing access to physical and online collections, fostering information literacy, supporting academic research, and much, much more.

Contact Us

What

Descriptive information to help identify this thesis. Follow the links below to find similar items on the Digital Library.

Description

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.

Subjects

Keywords

Library of Congress Subject Headings

Language

Identifier

Unique identifying numbers for this thesis in the Digital Library or other systems.

Collections

This thesis is part of the following collection of related materials.

UNT Theses and Dissertations

Theses and dissertations represent a wealth of scholarly and artistic content created by masters and doctoral students in the degree-seeking process. Some ETDs in this collection are restricted to use by the UNT community.

What responsibilities do I have when using this thesis?

When

Dates and time periods associated with this thesis.

Creation Date

  • May 2002

Added to UNT Digital Library

  • Sept. 26, 2007, 1:57 a.m.

Description Last Updated

  • Nov. 26, 2008, 3:44 p.m.

Usage Statistics

When was this thesis last used?

Yesterday: 0
Past 30 days: 21
Total Uses: 3,530

Interact With This Thesis

Here are some suggestions for what to do next.

Start Reading

PDF Version Also Available for Download.

International Image Interoperability Framework

IIF Logo

We support the IIIF Presentation API

Yancey, Margaret. Managerial self-awareness and its impact on leadership in high-performing managers., thesis, May 2002; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc3102/: accessed February 24, 2020), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; .