Abstract

Psychologists and moral philosophers have much to say about self-awareness and so it is no surprise that in leadership research self-awareness also has come to play an important role. For some time now, leadership research has been dominated by psychologists and we argue that their version of the self-awareness is very thin. It is empty of morality and therefore offers only a partial understanding of humanity. That make its conclusions for leadership ineffective and unethical. Psychology-driven approaches to leadership stress effectiveness: leaders make followers work towards a given goal in an effective manner. Self-awareness, to them, is a thorough understanding of one’s strengths, weaknesses, values, how others see one, all with the goal of turning people into followers. Since ethics is excluded, this view of self-awareness lacks a foundational moral concept: respect/dignity and is closer to self-assessment. Building on Immanuel Kant and other German Idealists, Georg Friedrich Wilhelm Hegel proposed a theory of the development of self-awareness that is more holistic as it situates the individual in a social and moral context and thus transcends the purely functional view of the self-other relationship propagated in psychological approaches. We concretely argue that psychological approaches to leadership systematically drive managers into a catastrophic situation that Hegel describes in the Master-Slave Dialectic. Understanding Hegelian self-awareness prevents leaders becoming self-less masters. Truly self-aware leaders heed the warning of the Humanity Formulation of Kant’s Categorial Imperative, namely that they must always treat humanity, whether in their own person or in the person of any other, never merely as a means to an end, but always at the same time as an end. They understand their self, they understand its social and moral dimension, and they see their self-reflected in the other.