In bringing all my research findings together, I developed the Corollary Model. It corralled the questionnaire findings, interview findings and literature comparison together into one glorious triangle!
I discovered that there was a relationships between self-awareness and leader effectiveness, and leaders could be found at all job levels of the Welsh public service. I discovered that people identified as being effective leaders, working at the operational, business, management and senior management job levels had greater self-awareness than those who were identified as ineffective. I also discovered that line managers identified as being effective leaders at the business, management and senior management job levels had greater self-awareness than those who were identified as ineffective.
The primary and secondary themes which came out of the questionnaire and interviews, and the topics for discussion which came out of the literature were:
• Definitions, benefits of self-awareness and behaviour (good and bad)
• Strategic level disconnect and decision making
• Innate leadership ability and learning from others’ experiences
• Organisational standards and processes, allowing poor practice to persist
• Technical skills and capabilities alongside emotions and behaviours
• Welsh community context
• Cooperation between peers
I’ll talk more about these in Discovery Series parts 7-10