This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness was conceptualized as the degree of similarity between the leader's self-description and his or her followers' descriptions of leader behaviors. Transformational and empowering leadership are measured from 48 leaders and 222 of their followers. Results from confirmatory factor analyses provide support for two types of leadership: transformational and empowering. Results from polynomial regression analyses indicate that self-awareness of transformational leadership is related to leader effectiveness ...
<.05), implying that leaders' self-awareness of their transformational leadership was related to effectiveness. To test Hypothesis 2a, we drew a surface representing this relationship (see Figure 1). Following Edwards's (1994) procedure, [a.sub.2] (which is [b.sub.3] + [b.sub.4] + [b.sub.5]) did not differ from 0 along the F = S line ([a.sub.2] = -.02, t = .14,p><.001), whereas Model 2 failed to provide incremental variance ([DELTA][R.sup.2] = .01, F = 1.69, p><.01; see Table 4). Therefore, we analyzed the nature of the surface (see Figure 2). Consistent with the congruence literature, [a.sub.2] was not significant ([a.sub.2] = -.26, t = -1.77, p><.001); however, Model 2 did not explain additional variance ([DELTA][R.sup.2] = .005, [DELTA]F = 1.69, p><.05), neither self-rating nor follower rating of leader transformational leadership was related to follower self-leadership. Furthermore, leaders' self-awareness about their transformational leadership was not related to follower self-leadership ([DELTA][R.sup.2] = .01; [DELTA]F = 0.86, p>