The power of self-reflection as a leader: the Johari window approach

The power of self-reflection as a leader: the Johari window approach

One key to successful leadership is self-awareness. A good leader not only manages others, but also regularly analyses his or her own behaviour, decisions and reactions. Self-reflection plays a key role in this: it helps us understand how we influence others and in what areas we can improve. In this paper, we discuss the leadership role of self-reflection and show how the Johari Window model can help.

What is self-reflection and why is it important as a leader?

Self-reflection is the conscious examination of our own thoughts, feelings and behaviour. As a leader, this is particularly important because the performance of a team or organisation depends largely on our ability to understand our own strengths and weaknesses. Self-reflection gives us the opportunity to:

• Identify the impact we have on others.
• We recognise the patterns we follow in our decision-making.
• Improve our emotional intelligence.
• Be more responsive to challenges and conflicts.

Self-reflection is essential to be authentic and to inspire others to be the best they can be.

The Johari Window: a model for developing self-awareness

The Johari Window is a psychological model developed by Joseph Luft and Harrington Ingham for the development of self-awareness and human relationships. It defines four different “windows” or areas that show what we know about ourselves and what others know about us:

1. Open Area: what we know about ourselves and what others see. For example, if we know we are good at problem solving and our team recognises this, this area is well developed. The goal is to grow this area as much as possible.
2. Blind Spot: These are the traits or behaviours that others notice in us but we are not aware of. For example, we may have a tendency to talk too much in meetings, and this can distract others – without us realising it.
3. Hidden Area: this is what we know about ourselves but keep hidden from others. We may not share certain fears or insecurities with the team, which can hinder honest communication.
4. Unknown Area: this is the area that is not known to us or to others. It includes hidden abilities or even limiting patterns that have not yet been revealed.

How can the Johari window help with self-reflection as a leader?

The Johari Window model provides a structured way for leaders to understand how they see themselves and how others see them. Here are some ways to apply it:

1. Receive feedback to reduce the blind spot: ask for feedback from team members or colleagues on a regular basis. This will help you spot behaviours that you may not notice yourself.
2. Honest communication to reveal hidden areas: open up certain feelings or thoughts to the team if they help to improve cooperation. In this way, hidden areas can be transformed into open areas.
3. Self-awareness trainings and coaching to explore unknown areas: unknown areas are difficult to identify on your own. A good coach or training programme can help us explore them and unlock our potential.

Practical tools for self-reflection

To use the Johari window model effectively, it is worth practising self-reflection regularly. Here are some tools to help you do this:

• Journaling: write down your daily experiences, challenges and feelings. It helps us organise our thoughts.
• Feedback circles: hold regular feedback meetings within the team, where staff can give feedback in a safe atmosphere.
• Mindfulness exercises: mindful presence helps us to pay more attention to our own reactions and thoughts.

Closing words

Self-reflection as a leader not only helps us to develop ourselves, but also our team. The Johari Window model is a powerful tool to become more aware, reduce blind spots and open communication. By regularly taking time to self-awareness and to receive feedback, we can become more authentic and effective leaders. Self-reflection is not a luxury, but a key to long-term success.

Attila Jezsó

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