Redefining leader self‐awareness by integrating the second component of self‐awareness

Abstract This article aims to extend the current treatment of what constitutes leader self‐awareness. Discussion of self‐awareness in organizations and leadership research here focused on one component of self‐awareness; awareness of individual self‐resources. Drawing on Objective Self‐Awareness Theory (OSA theory, Duval & Wicklund, 1972), this paper explores a neglected second component of self‐awareness: the ability to anticipate the views of others. Leaders gain awareness of their influence on others through impulses to self‐focus, which leads to self‐evaluation against extrinsic standards, and insight regarding leader influence. Research and practical implications of the second component of self‐awareness are discussed.