Strategic Leader Self-Awareness and Self-Deception

Strategic Leader Self-Awareness and Self-Deception

Stephen J. Songy | 2021

Abstract

Self-aware strategic-level leaders create direction, alignment, and organization-wide commitment empowered by their accurate assessment of their capabilities as a leader. Their organizations benefit from their healthy leadership practices, wholesome relationships with peers and followers, and a productive work environment due to exemplary leadership. Self-deceptive strategic-level leaders avoid or hide the truth from themselves to protect their egos or perpetuate selfish objectives. Their organizations suffer because these leaders do not improve. Instead, they seek self-fulfillment at the expense of the organization and their followers.

I investigated and analyzed the elements of self-awareness and self-deception in strategic leaders. Through an extensive literature review supplemented by interviews with practitioners and scholars, I distilled the concepts into findings and practical recommendations. A misrepresentation of reality guides Self-deceptive leaders, and their organizations and their constituents suffer for it. By understanding how and why a strategic leader might self-deceive, leaders can work to be more self-aware and strive to be excellent leaders.

Self-deception is destructive to the practitioner and the organization. These leaders distort their perception of reality, resulting in poor decision-making. Self-aware leaders have a more realistic view of reality and are more ethical people. Organizations should help their strategic leaders by creating less stressful environments. Leaders with access to many diverse sources of feedback about their performance are better equipped to improve as leaders. Self-deception in a leader must be stopped before it becomes too comfortable a practice. Strategic leaders must understand that they are susceptible to cognitive biases and recognize the indicators that they are self-deceiving.