RT Article
T1 Identity, Self-Awareness, and Self-Deception: Ethical Implications for Leaders and Organizations
JF Journal of business ethics
VO 90
IS 3
SP 393
OP 406
A1 Caldwell, Cam
LA English
YR 2009
UL https://ixtheo.de/Record/1785636855
AB The ability of leaders to be perceived as trustworthy and to develop authentic and effective relationships is largely a function of their personal identities and their self-awareness in understanding and making accommodations for their weaknesses. The research about self-deception confirms that we often practice denial regarding our identities without being fully aware of the ethical duties that we owe to ourselves and to others. This article offers insights about the nature of identity and self-awareness, specifically examining how self-deception can create barriers to self-awareness within both a personal and a business context.
K1 Emotional intelligence
K1 mediating lens
K1 Ethical Leadership
K1 Self-awareness
K1 Self-deception
K1 Identity
DO 10.1007/s10551-010-0424-2