*5.1.1 Lack of sustainability self and other assessment*

One of the pitfalls is that all six frameworks of sustainable leadership by Casserley and Critchley [19], Avery and Bergsteiner [17], Hargreaves and Fink [29], Davies [20], Lambert [21] and Šimanskienė and Župerkienė [40] fail to clearly emphasise the two forms of assessments, which together constitute sustainability self-awareness. For example, Casserley and Critchley [19] allude to generic awareness of personal purpose, assumptions, motivations and self-care. Notably, this type of self-awareness is not linked explicitly to sustainability, which is more relevant and fundamental for leading self-sustainably. Šimanskienė and Župerkienė [40] focused on the individual level in terms of creativity and personality but remained unclear on sustainability self-awareness. Avery and Bergsteiner [17], Hargreaves and Fink [28], Davies [20] and Lambert [21] skirted the issue of sustainability self-awareness as they have predominantly adopted an organisational perspective of sustainable leadership. Accurate sustainability self-awareness arises from balancing two types of self-awareness, namely internal self-awareness (how well you know yourself) and external self-awareness (how well you understand how others see you) [42]. Thus, accurate sustainability selfawareness is not one truth but a subtle balance of two separate, even competing, viewpoints. Accurate sustainability self-awareness is critical in balancing personal ethical values and business objectives when planning and implementing social and environmental responsibility activities. Sustainable leaders and followers get a realistic evaluation of their self-knowledge and self-understanding based on self-assessment and assessment by others, not only focusing on strengths, limitations, failures and vulnerabilities but also sustainability.
