The effects of self-awareness on perceptions of leadership effectiveness in the hospitality industry: A cross cultural investigation

Investigating Emotion Regulation Strategies to Facilitate the Well-Being of Managers

“…Self-Emotion Appraisal concerns the ability to understand one's deep emotions and is a prerequisite for effective emotion regulation. Self-Emotion Appraisal involves self-awareness, regarded as a corner stone of EI and is therefore an important dimension in effective leadership supported by our study (Butler, Kwantes, & Boglarsky, 2014;Goleman, Boyatzis, & McKee, 2004). As previously emphasized, emotions accompany our daily work lives and can enhance mental well-being, but they can also cause leaders to do unhelpful things (Gross, 2015).…”

“…Overall, Self-Emotion Appraisal is considered an important meta-ability, necessary for leaders' development, staying mentally and physically healthy, and handling interpersonal relationships and the ongoing changes in the leadership behaviour (Bharwani & Talib, 2017;Furtner, Rauthmann, & Sachse, 2013;Trivellas et al, 2013). This implies that Self-Emotion Appraisal enables leaders to identify and organize their emotions efficiently and to express these emotions clearly and naturally, which is a prerequisite when working in a people-intensive environment (Butler et al, 2014;Shum, Gatling, & Shoemaker, 2018).…”

Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement

“…Other evidence suggests that self-awareness by leaders matters because it relates to a range of positive outcomes. For instance, leaders who are seen to possess self-awareness have been found to positively influence (a) follower perceptions of leader effectiveness (Butler, Kwantes, & Boglarsky, 2014), (b) follower satisfaction with their supervisor as well as follower self-leadership (Tekleab, Sims, Yun, Tesluk, & Cox, 2008), and (c) follower perceptions of their effectiveness (Herbst & Conradie, 2011;Sur & Prasad, 2011). In light of previous conceptualizations of authentic leadership and research which highlights the importance of self-awareness, we therefore hypothesize: H1a.…”

Enhancing International Buyer-Seller Relationship Quality and Long-Term Orientation Using Emotional Intelligence: The Moderating Role of Foreign Culture

“…For example, Gunkel et al (2014) demonstrated that individuals scoring high on uncertainty avoidance and (national) long-term orientation tend to be more emotionally intelligent, while Gunkel et al (2016) noted that collectivism, uncertainty avoidance, and (national) long-term orientation are conducive to the adoption of integrating, obliging, and compromising conflict-handling styles through the positive mediating role of EI. Butler et al (2014) also showed that, in multinational corporations, the positive impact of EI on leadership effectiveness becomes stronger in cultural contexts characterized by higher levels of uncertainty avoidance and collectivism. Grandey et al (2010) also showed that the expression of anger toward high familiarity targets is less acceptable in collectivistic, as opposed to individualistic, cultures, while the expression of anger toward low familiarity targets (e.g., customers) does not differ between the two cultures.…”