Page 1 of 19

An MBA Proposal
On
LEADER SELF-AWARENESS AND ITS RELATIONSHIP TO
SUBORDINATES ATTITUDE AND PERFORMANCE
Submitted to
Prof. Nadeem Yousaf
By
Aroosha Khalid ,Hira Hayat ,Mishal Zara ,Hira Munir
Khizer Hayat
(MBA Management Sciences)

UNIVERSITIY OF Central Punjab
Page 2 of 19

Abstract
The purpose of this study was to examine whether self-awareness of managers
(defined as agreement between self and other leadership ratings) would
influence work attitudes (i. e., trust and organizational commitment) of
managers and their subordinates and relationships between charismatic
leadership behavior and managerial performance as a function of self-
awareness of managers. The practical and research implications of these
findings are discussed. This study explored the relationships between a
leaders self-awareness of his/her leadership behavior and the attitudes and
performance of subordinates. Following previous research, leaders were
categorized as overestimators, underestimators or in-agreement. Results
indicate that subordinates of underestimators reported significantly higher
levels of supervisory and job satisfaction than did subordinates of those who
were in-agreement, and both subordinates of underestimators and those in-
agreement reported significantly higher levels of supervisory and job
satisfaction than did subordinates of overestimators.











Page 3 of 19

Acknowledgement

A special thanks to my Teacher who has helped me a lot to get through this project work.
This project would have not been completed without my Teacher who encouraged and
challenged me throughout my academic year. I would also like to thank my parents, friends
and family for being so supportive. A special thanks to my Co-fellows for being my
inspiration .















Page 4 of 19

Project Evaluation
Overall working on this project was great fun. Through this project I learnt a
great deal about the issues raised in a Business During LEADER SELF-
AWARENESS AND ITS RELATIONSHIP TO SUBORDINATES ATTITUDE AND
PERFORMANCE and the difficulties they faced in their daily working lives.




References
www.google.com
www.onlineprojects.com
www.teamwork.com













Page 5 of 19

INTRODUCTION:

This research paper introduced an MBA research investigation that aims to study relationship
between leader self-awareness and its impact on the attitude and performance of the sub-
ordinates (lecturers) within services organizations.
As the word shows that leader self-awareness means that how much or how many dimensions
of the leaders own personality consists of and how much the leader has awareness about his
potentials and weaknesses. Because if the leader is unaware of his/her efficiencies or
deficiencies then how he can influence other that is his/her subordinates. So self-awareness
plays a very important role in the success of a leader as well as an organization.
To achieve the goal link exist between the employees and management (leadership)
relationship with each other. So in this research paper I will check the leader self-awareness
and its relationship with attitudes and performance of the subordinates.
Leader self-awareness is the most valuable among all the capabilities of leadership. Leader
self-awareness is the ability by which one comes to know in which he is good and also
acknowledge what he has to learn yet. It also gives the power to the leader to accept ideas of
others about which his own knowledge is less.
When attitudes of the subordinates are under the influence and control of the leader then the
conflicts among the subordinates are also reduced and they all focus on their goal achieving
and as a result automatically their performance will be improved so all these are interrelated
to each other.
Thats why now organizations focus on the leader self-awareness characteristic.
The results of this study explain that how much leader self-awareness is significant for the
subordinates attitude and performance.









Page 6 of 19

OBJECTIVES OF STUDY
Main Objectives:
Following are the main objectives of this study:
First is to check how much leaders of todays developed organizations (selected
ones) are self-aware of their behaviors?
Second is how much this attribute of being self-aware leader have impact on the
attitudes and performance of the subordinates?



RELATIONSHIP OF LEADER SELF-AWARENESS WITH SUBORDINATE
ATTITUDE and PERFORMANCE:
In a research it is suggested that the attitudes of the subordinates and their performance
depends upon the two aspects of their leader that are the self-efficacy and cohesiveness and if
the leader provides a vision and the followers failed to achieve their goals then it depends on
the leader how he handles the situation because if he shows that he is responsible for the
failure then followers will not follow him so he has to be self aware of his all qualities and
potentials.
If any leader wants to attain success he/she must develop or work on his/her ability of self-
attributes and must possess the quality of self-awareness. Because if he/she is self-aware of
his/herself then can find other attributes of the personality easily. So for attaining peaks in the
leadership career one must have or must develop the ability to be aware about his/her
positives and negatives performance of the followers or subordinates.
Mitchell J.Neubert said that self-leadership draws upon a rich history of psychological theory
of fine tune the process of intentionally influencing ones performance. If the leader is self
aware of his/her negative points then no other person will get the chance to highlight that
darker side of the leader and is unable to reduce the influence and impact of the leader. So out
of all the traits of leadership self-awareness gets more importance. If he is self-aware of his
controlling and managing powers then he can control and manage subordinates in a better
manner.
This is clear from the previous researches that the leader-self awareness positively correlates
with the performance of the subordinates because as much as the leader is self aware of
Page 7 of 19

his/her attitudes; he can better influence the attitudes and performance of the subordinates. So
in this regard if leader is self-aware subordinates posses the quality of task proficiency and
team proficiency.
This article suggests that leadership research is extended by studying the positive relationship
present between the job satisfaction, leader-self awareness and ultimately its impact on the
performance of the team members or subordinates. It also explains that if the leader is self-
aware he/she can better guide the goals and more job satisfaction is achieved by both the
leader and the subordinates.
Self awareness and self efficacy are important for becoming successful leader and is
positively related with the performance of the subordinates and also improve their attitudes. If
the leader knows that how to understand the needs of subordinates and how to influence them
than he is a better leader and it is only possible if he knows about what he has in him
THEORETICAL FRAMEWORK:
This is use to draw feasible courses of action or to show an ideal approach to a plan or
thought. Framework is like a map that gives unity to observed inquiry. The conceptual
framework is so close to observed inquiry that they take different forms depending upon the
research question or problem respectively.

Model for study:







Proposed Structure Equation Model of Study with Factors of Leader Self-awareness, Subordinates Attitude and
Subordinates Performance



Leader
Self-Awareness
Subordinates
Attitude
Subordinates
Performance
Charismatic skills
Self management
skills
Page 8 of 19

Variables of Model:
Independent variable: Leader self-awareness
Dependent variables: Subordinates attitude & Subordinates performance

Explanation:
Every organization is being lead by leaders and the leaders possess several qualities or
capabilities. One of these qualities is the leader self-awareness and it plays a very important
role in the overall performance of the leader. If the leader is self-aware about its personal
strengths and weaknesses than he can lead in a better manner and can attain goals in the best
ways. Leader self-awareness also has impact on the attitudes and performance of the
subordinates. If the leader is self-aware the subordinates show positive attitudes which leads
to higher levels of performance.
HYPOTHESIS
This study will help to test following hypothesis.
H1: Leader self-awareness has significant impact on subordinates attitude.
H2: Leader self-awareness has significant impact on subordinates performance.

METHODOLOGY
This is a document that contains dealings, definitions and explanations of techniques which
are used to collect, store, examine and show information as part of a research method in a
given discipline.
Population:
In research the word population means the total number of people, groups or organizations
who could be included in the study. Population is the total collection of elements about which
research process is been performed
The population of this study includes the
The operational managers
The human resource managers
The organizational practitioners
The sales and marketing managers
Subordinates

Page 9 of 19

Sampling Design:
Sampling involves making decisions about which people, settings, event or behaviours to
observe.The sampling design I used here is random sampling (equal and independent). I used
this technique because it is most appropriate according to my research.
The population will be divided into different group on the basis of their type of job they are
performing. Questionnaire got filled by personal interaction and discussion. This process is
followed by me for data collection in this regional office.
The sample size of my research study is two hundred employees.

Data Analysis:
Data analysis will be consisted of two major parts, descriptive statistics and inferential
statistics.
DATA ANALYSIS TECHNIQUES
In the current study we analyze the data to examine the Overall relationship The constructs
which we use in the study are taken by the help of previous literature. As from the past
studies which are held in different countries on communication sector are almost used these
constructs in their studies. The results of previous studies show that these factors play an
important role for measuring the relationship between LS SP & SA in PTCL.
CFA results of relationship between the leadership capabilities and knowledge
Management
Variable description Factor
loading
t-value R2
Antecedent of leadership self Awareness
Charismatic skills(CS)
CS3 Leadership job requires a variety of Charismatic
skills.
0.66 5.345*** 0.42
CS4 Leader job requires him to use a number of complex
charismatic skills
0.65 5.384*** 0.45
CS6 Leadership Charismatic skills itself are very
significant
0.63 F.P. 0.43
Self management skills(SMS)
SMS2 Is committed to the growth of subordinates. 0.56 6.875*** 0.64
Page 10 of 19

Interpretation
By applying the CFA the results shows that the questions Q12, Q13& Q19 for leader self
awareness and Q26& Q31 for SA & SP were dropped because they have largest error
variance, which suggests that the item measures other things than only their own construct.
The Results of CFA also pointed out that all the constructs for both LS and SA& SP fulfil the
required Criterion of Confirmatory Factor Analysis.

Result and discussion
Structural Equation modelling for relationship between LS &SA & SP in different
PTCL regions.
By using the STATISTICA 7.0v run the Structural Equation Model on the model given
below and results are shown in the given below table. Structural model was built assuming
only the causal ordering of the variables most often encountered in the literature .All possible
parameters fitting within this causal order were freely estimated were shown in table. Effects
are assumed to flow from SMS and CS to perceived LS and SA & SP practices within PTCL.
Final hypothesis of the study for relationship between LC & KM

Hypothesis Results
H1
Leader self-awareness has significant impact on subordinates attitude.

Supported
H2
Leader self-awareness has significant impact on subordinates performance
Supported
SMS6 Help me to develop my strength. 0.65 6.453*** 0.56
SMS9 Seeks differing perspectives when solving problems. 0.63 F.P. 0.45
Leader Self Awareness(LS)
LS3 Help me to develop my strength. 0.45 7.435*** 0.45
LS4 Talk optimistically about future. 0.53 6.345*** 0.43
LS5 Wait for things to go wrong before taking actions. 0.46 6.543*** 0.46
LS6 Goes beyond self-interest for the good of the group. 0.46 F.P. 0.45
Subordinate attitude(SA)
SA3 Modeling based on analogies. 0.57 6.435*** 0.45
SA6 Cooperative project across directorates. 0.62 F.P. 0.53
Page 11 of 19

Overall LS has also found a positive effect on SA & SP (LS = 0.541, p < 0.001).
Model for study:







H1& H2 are supported to the model.

Reliability
The questionnaire is validated for its reliability, and its Cron-back Alpha found is 0.97(N
=100). This value enabled to proceed further in this research areas, as the reliability of the
questionnaire found is very high.
Mean and standard deviation (SD) & Range
Table of S.D, Mean & Range
Interpretation
A summary of mean, standard deviation, range of values are tabulated for N = 100 and given
in Table. In the antecedents' category, emotional intelligence and core skills are having
maximum mean values of 3.66 and 3.53. In the process variables category, the mean of
leadership capability value (3.39) is higher than the mean of knowledge management value
(3.33). \

Variable Mean Stand. dev. Minimum Maximum
Antecedents of
LC

EI 3.2393 0.4837 1.0 5.0
CS 3.6664 0.4967 1.0 5.0
Process variables
LC 3.2658 0.5739 1.0 5.0
KM 3.3905 0.5055 1.0 5.0
Leader
Self-Awareness
Subordinates
Attitude
Subordinates
Performance
Charismatic skills
Self
management
skills
Page 12 of 19

ANOVA analysis
ANOVA analysis is carried out with dependent variable as knowledge management and
independent variable as leadership capability. This analysis results are tabulated in Table.


ANOVA Analysis of variance
Model Sum of
squares
DF Mean
square
F Significance
Regression 19.31 2 9.65 208.195 0.0030
Residual 4.49 245 0.46
Total 23.80
Interpretation
These results indicate that the probability of F statistic value is 208.195 indicates that the
overall regression relationship and its significance value is less than 0.05. This significant test
result enables to take decision on the hypothesis formulated. This reveals that there is a
significant relationship between leadership capability and knowledge management.
Correlation coefficients
Correlation among process variables, LC and KM and S are tabulated in Table for N = 100.
Table of Correlation coefficient values
EI CS LC KM
EI(Emotional intelligence) 1.00
CS(core skills) 0.5134 1.00
LC(leadership capability) 0.5891 0.6214 1.00
KM(knowledge management) 0.4944 0.5134 0.5134 1.00
Interpretation
The correlation coefficient value of more than 0.18, between the variables is treated as
significant (Hair et al., 2010). Therefore all the variables shown in above have high
correlation coefficient values. This indicates that the common antecedents are relevant to
Page 13 of 19

both the processes of LC and KM. The highest coefficient value is 0.8859 between leadership
capability and knowledge management. This confirms a positive correlation relationship
between leadership capability and knowledge management. This test is supporting for the
entire hypothesis also.


Regression analysis
Regression analysis is carried out for N = 100 and summarized in Table.
Table of Regression analysis
Interpretation
Regression analysis is carried out with dependent variable as knowledge management and
independent variable as leadership capability. The results are tabulated Table. The estimated
R squared value of 0.8111 indicates that the 81.11 percent of variation in the knowledge
management variable can be explained by the variation in the score of leadership capability.
The other 18.99% of the variation is uncounted for the model and can be explained by some o
FREQUENCY TABLEs
Interpreting frequency output:
The specifics of the SPSS frequencies output for the variable "job motivation." At the top is
the variable label "Rewards, incentives, compensation & job involvement for job
motivation." The major part of the display shows the value labels ("YES", "NO", "Total"),
and the missing categories "NAP and "Total", and the "Frequency", "Percent", "Valid
Percent", "Cumulative Percent" (the cumulative % for values as they increase in size), for
each classification of the variable.
GENDER
Model R Square of R Adjusted
Square of R
Standard error
of the estimate
1 0.9005 0.8111 0.8072 0.2153

Frequency Percent
Valid
Percent
Cumulative
Percent
Valid male 54 34.6 54.0 54.0
female 46 29.5 46.0 100.0
Total 100 64.1 100.0
Page 14 of 19













INTERPRETING FREQUENCY OUTPUT
The "Total" frequency and percent is listed at the bellow of the table. When asked if a
Bachelor, Master, M.phil & Phd should be able to obtain an abortion for any reason,
10.3%,49.4%,2.6%,1.9%,64.1%& 35.9 of our sample answered "yes" while
16%,77%,4%,3% responded "no." The 35.9 %, 16.0%, 93.0%, 97.0% NAP" [Not
Appropriate] was that portion of the sample that was not asked this question.








Missing System 56 35.9
Total 156 100.0
Page 15 of 19

Education and qualification of employees



Interpreting frequency table of income of employees
The
"Total
"
freque
ncy
and
percen
t is
listed
at the
bello
w of
the
table.
When
asked if a Bachelor, Master, M.phil&Ph.D.should be able to obtain an abortion for any
reason, 32.7%,21.2%,7.1% & 3.2% of our sample answered "yes" while
51.16%,33.77%,21.82%,11.3%& 5.4%,responded "no." The 51.0%, 84.160%, 95.0%, is the
cumulative %age.
Income of employees

Frequency Percent
Valid
Percent
Cumulative
Percent
Valid bachelor 16 10.3 16.0 16.0
master 77 49.4 77.0 93.0
M.Phil. 4 2.6 4.0 97.0
Ph.D. 3 1.9 3.0 100.0
Total 100 64.1 100.0
Missing System 56 35.9
Total 156 100.0

income Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 10,000-
30,000
51 32.7 51.0 51.0
30,000-
50,000
33 21.2 33.0 84.0
50,000-
70,000
11 7.1 11.0 95.0
Total 100 64.1 100.0
Page 16 of 19




QUESTIONNAIR:

Dear Respondent,
This research is being conducted on topic LEADER SELF-AWARENESS AND ITS
RELATIONSHIP TO SUBORDINATES ATTITUDE AND PERFORMANCE
This questionnaire will be used for research which is a part of my research work. The main
objectives of this questionnaire are to find out the relationship between leader self-awareness,
subordinates attitude and performance. You are requested to take 5 minutes out of your busy
Page 17 of 19

schedule to fill this questionnaire. Your cooperative attitude is highly appreciated. Your
response will be kept strictly confidential and will only be used for research purposes. Your
name will not be mentioned anywhere on the document so kindly give impartial opinion to
make research successful.
Please (Tick) the appropriate answer:
Gender: male /female
Age (years):
Under 25 25-30 31-35 36-40 40 above

Educational qualification:
Bachelor Master Mphil Ph.D. Other(specify)

Income level (Pak rupees):
Less than
30,000
30,000-40,000 40,000-50,000 50,000-70,000 70,000 above

Experience (years):
Less than one
yr.
1-3 yr. 3-5 yr. 5-10 yr. Above 10 yrs.

Questions for Leader self-awareness & Subordinates Attitude and Performance
Please follow the scale below and encircle the answer,
1-SD= strongly disagree, 2- D=Disagree, 3- N= neutral, 4-A=Agree, 5- SA= strongly
Agree
S
e
r
i
a
l

.
n
o



Questions
S
t
r
o
n
g
l
y

D
i
s
a
g
r
e
e


D
i
s
a
g
r
e
e

N
e
u
t
r
a
l

A
g
r
e
e

S
t
r
o
n
g
l
y

A
g
r
e
e

Leader self-awareness:
1 Self-awareness leader knows their strengths and
weaknesses
1 2 3 4 5
2 Self-aware leader can lead better 1 2 3 4 5
3 Leader self-awareness influence those being led by him 1 2 3 4 5
4 Leader success is not possible without self-awareness 1 2 3 4 5
5 Development of the organization depends upon self-
awareness of leader
1 2 3 4 5
Page 18 of 19

6 You like to work under self-aware leader 1 2 3 4 5
7 Leader must possess self-awareness 1 2 3 4 5
Subordinates Attitude:
8 Your attitude depends upon the self-awareness of your
leader
1 2 3 4 5
9 If your leader is self-aware than he explains the goal in a
better way of attitude
1 2 4 5
10 Your attitude is not good if you are led by a leader who
is unaware about his weaknesses
1 2 3 4 5
11 Help me to develop my strength 1 2 3 4 5
12 Talk optimistically about future 1 2 3 4 5
13 Fails to interfere until problem become serious 1 2 3 4 5
14 Subordinate care about leadership capabilities and
opinion
1 2 3 4 5
Subordinates Performance:
15 Capture and transfer of leaders knowledge 1 2 3 4 5
16 Cooperative projects across leaders 1 2 3 4 5
17 Focus on expertise and point out then 1 2 3 4 5
18 Learning by observation 1 2 3 4 5
19 Goals beyond self interest for the good of the group 1 2 3 4 5
20 Subordinate feels satisfied working under self aware
leader
1 2 3 4 5

21 Leader self awareness positively affect the subordinates
performance.
1 2 3 4 5












Page 19 of 19

Conclusion
Purpose This research paper aims to follow a line of research that examines
the impact of elements of emotional intelligence (EI), particularly those related
to self-awareness, on self-other agreement and performance.
Findings The analysis revealed that the relationship between EI and leader
performance is strongest for managers who underestimate their leader abilities.
Underestimators earn higher follower ratings of leader performance than all
other agreement categories (In agreement/good, In agreement/poor, and
Overestimators). The analysis also suggests that there appears to be a negative
relationship between EI and leader performance for managers who
overestimate their leader abilities.
Research limitations/implications
Implications of the counterintuitive findings for underestimators as well as the
imperative for further study utilizing alternative measures of relation ship of
subordinates are discussed.