Ask a leader if they are self-aware and most will say yes. They believe they know their strengths, their weaknesses, and how others experience them. Research in business psychology suggests something different. Many leaders think they are self-aware when in fact they are not.
This is the leadership blind spot. The gap between how leaders intend to come across and how their teams actually experience them. It is rarely about bad intentions. It is about unnoticed habits, patterns and behaviours that undermine trust and performance.
Self-awareness is not a nice-to-have for leaders. It shapes every interaction and decision. Without it, leaders risk sending signals that damage their credibility and the confidence of their team.
A leader who sees themselves as approachable may be perceived as impatient. Someone who believes they delegate well may in fact be micromanaging. A manager who prides themselves on decisiveness may silence voices that need to be heard.
The result is a team that feels less safe, less motivated and less able to challenge when it matters most.
Improving self-awareness is not about dwelling on flaws. It is about understanding the difference between intention and impact. Leaders who develop in this area look for patterns, seek out feedback, and reflect on how their behaviour lands in real situations.
Practical ways to do this include:
Awareness on its own is not enough. Real progress comes when leaders adjust their behaviour in response to what they learn.
Effective leadership begins with self-awareness. Leaders who understand how they are experienced build stronger trust and unlock better performance. Those who ignore their blind spots risk undermining their own credibility and holding their teams back.
At Zeal, we work with leaders to uncover blind spots and strengthen their impact using psychology-led insight. Check out our leadership training programmes and become a leader who gives their best and gets the best.