Self-Awareness and Self-Development as Key Drivers in Leadership Development Practices
DOI:
https://doi.org/10.67945/jfa.v7i.122Keywords:
leadership development, self-awareness, organizational culture, axiological psychologyAbstract
The purpose of this paper is to explore the benefits of integrating tools such as self-awareness and self-development into leadership development programs. My early exposure to Terrence Deal and Allen Kennedy’s work on Corporate Culture and Values, and to Warren Bennis and Burt Nanus’ work on Leadership: The Strategies for Taking Charge heavily influenced the manner in which I design leadership development programs. However, it was my introduction to axiology in 2008 that prompted me to place stronger emphasis on self-awareness when establishing leadership development initiatives. Axiology, the study of values and value judgments, has broadened my appreciation for reflective activities and the potential it has to resonate with leaders at the dominant intrinsic Self-side.
Published
2014-07-01
How to Cite
Morris, J. (2014). Self-Awareness and Self-Development as Key Drivers in Leadership Development Practices. Journal of Formal Axiology: Theory and Practice, 7, 19–28. https://doi.org/10.67945/jfa.v7i.122
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Articles
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All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form without prior written permission from the Robert S. Hartman Institute, except as permitted by law.
