<abstract xmlns="http://www.w3.org/1999/xhtml"><p>Any organization is in a permanent search for reputable leaders. Leaders adopt a behaviour reflected by their professional training and ego-esteem. Ego-perception reflects how a person is seen as a genre (how is?), as an identity (who is?), as an image of his/her ego (what is?), as self-opinion (what has?) and as an object (what affects?). The perception of those around them revolves around the things that are known to themselves and to the others (such as the physical reflection), the things the person knows about but the others do not know (personalities not shown), the things others know about him/her own person, but about which he/she does not know (personality traits that are perceived differently) and things that neither the person nor the others know (the ones in the unconscious). To be effective, the leader needs to know himself/herself and the environment in which he/she is acting, and to constantly pursue the relationship between ego-perception and perception of others about him/her. The desired report is the one in which the personal perception is the same as that of the others. Any significant variation leads to under or overestimation and, implicitly, to negative effects on the leadership process.</p></abstract>

Any organization is in a permanent search for reputable leaders. Leaders adopt a behaviour reflected by their professional training and ego-esteem. Ego-perception reflects how a person is seen as a genre (how is?), as an identity (who is?), as an image of his/her ego (what is?), as self-opinion (what has?) and as an object (what affects?). The perception of those around them revolves around the things that are known to themselves and to the others (such as the physical reflection), the things the person knows about but the others do not know (personalities not shown), the things others know about him/her own person, but about which he/she does not know (personality traits that are perceived differently) and things that neither the person nor the others know (the ones in the unconscious). To be effective, the leader needs to know himself/herself and the environment in which he/she is acting, and to constantly pursue the relationship between ego-perception and perception of others about him/her. The desired report is the one in which the personal perception is the same as that of the others. Any significant variation leads to under or overestimation and, implicitly, to negative effects on the leadership process.

The Reputation of the Military Leader Between Ego-Perception and Group Perception

International conference KNOWLEDGE-BASED ORGANIZATION

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Any organization is in a permanent search for reputable leaders. Leaders adopt a behaviour reflected by their professional training and ego-esteem....

The Reputation of the Military Leader Between Ego-Perception and Group Perception

Data publikacji: 23 lip 2019

Zakres stron: 316 - 323

DOI: https://doi.org/10.2478/kbo-2019-0100

Słowa kluczowe
leader, ego-esteem, ego-perception, personality, relationship

© 2019 Vasile Roman et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

The Reputation of the Military Leader Between Ego-Perception and Group Perception

Data publikacji: 23 lip 2019

Zakres stron: 316 - 323

DOI: https://doi.org/10.2478/kbo-2019-0100

Słowa kluczoweleader, ego-esteem, ego-perception, personality, relationship

© 2019 Vasile Roman et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Słowa kluczowe
leader, ego-esteem, ego-perception, personality, relationship