Manager should not assume that subordinates will understand the things and problems as he himself perceives them. People differ in their experiences, ability and understanding of things. Each has his own value system and attitudes. Thus, in order to understand their feelings and problems and to lead them successfully, a manager should put himself in the position of his subordinates.
In his task of leading, a manager should not be guided by any preconceived notions about the attitude and behaviour of his subordinates. Problems and their causes should be observed very objectively and unemotionally. Thus, a manager should not be annoyed with his subordinates simply because results are poor or change is resisted.
He must observe the things as they are and analyse them very objectively. It is only when a manager is objective and detached in his behaviour towards the members of the group, he would be able to assess their feelings and problems and guide them properly. However, this behaviour needs to be learnt.
A manager may think himself to be fair and objective but subordinates may think otherwise. The manager should, therefore, know for himself how he appears to others and the effect of his attitude and behaviour on his subordinates. This would help him lead in a pattern as perceived by those who are being led.
Self-knowledge would help the leader to improve and cultivate those habits and attitudes that produce favourable response on the part of the subordinates. For instance, if self-awareness leads him to learn that instructions are not properly understood, the manager can attempt to improve his ability to communicate.