In coaching and consulting work, we often help leaders identify which habits they have which are self- limiting and which will accelerate their performance. It's can be very difficult to see your own habits, and I agree with this article that self awareness is the starting point either through developing a culture of feedback or through the use of a data driven, academically validated assessment tool.
Understanding the neuroscience of habit formation can help us choose to move beyond habits that aren’t useful. When we develop a habit, our brains switch from the section that focuses on active learning to the area associated with habitual responding, outside our conscious awareness. Then, the right trigger will make us respond with that habit. That can be useful for something like remembering how to brush your teeth or what not to say to your boss. Those good habits serve us well. Not all habits work for us, and our automatic reactions can become set into negative emotional patterns, called schemas. Leaders who are very critical may be operating from an emotional habit that alienates the people around them. If someone on their staff is in the “convinced they’re a failure” lifetrap, that negativity is even more powerful.