The Concept “Self-awareness” – having a developed sense of who you are, what you stand for, who you stand with – is long acknowledged as contributing to individual effectiveness.  Self-awareness impacts all aspects of our lives – health, career, relationships, and longevity. Self-awareness also contributes to effective leadership and correlates with organizational performance. Despite its close association with “high performance” and career success, self-awareness is generally in short supply even though it can be developed in leaders. One of the long-standing dichotomies in the 60-billion-dollar field of leadership development is whether to teach leadership and “skills” that lead to higher performance (a competency model that is easy to measure), or to teach leadership as a complex moral relationship between the leader and the led (a purpose-based model that is challenging to measure.) Self-Awareness Daniel Goleman pioneered the idea that “the ability to understand and recognize your moods, emotions, and drives, as well as their effect on others”, was a hallmark of effective leaders. Self-awareness can directly translate into better professional and personal choices and result in more fulfilling careers. Goleman suggests that when it comes to an organization’s leadership competency model there is a strong pattern: “When it comes to