Goleman says that two of the places self-awareness is evident are in selection of a job and during performance reviews. For example, I had a friend who took a job that paid very well but had very strict rules about exact work hours, time for lunch, sick days and was also supervised by a manager who looked over and criticized every little mistake. He was so depressed he was seeing a counselor, but when I asked him why he didn't quit he bragged about the amount of money he was making. This is a person with poor self-awareness.
When people with good self-awareness are evaluated in a constructive manner, they recognize their own strengths and weaknesses and see the needs to change. Others, with poor self-awareness, consider any criticism a threat. I call this the Good Republican Trait. People who are self-aware are also more likely to receive good performance reviews because, having a realistic sense of their own abilities, they don't often take jobs that are beyond them.
Goleman cautions managers against underestimating the leadership ability of those high in self-awareness. Admitting one's weakpoints isn't a sign of weakness, but of honesty, and people are more likely to follow a leader who they can believe. On top of that, if you can take a realistic view of yourself, you are probably also able to take a realistic view of the organization and of the people you lead.
Why we need courageous, self-aware leaders.... click here.