By Mengistu Weldemariam
Master’s in Leadership for Development Alumnus and Programme Manager for Mortgage Stress Victoria in Melbourne, Australia
How does the way we think about ourselves affect our propensity to lead others? How can development practitioners harness their self-awareness and self-knowledge to reach ambitious goals? In this blog, I explore how our perceptions of ourselves can help us build resilience and shape our abilities to manage crises in the development space.
Understanding self-concept and self-awareness
Self-concept and self-awareness are fundamental components of effective self-leadership. Self-concept refers to the perception of oneself, including one’s beliefs, values, and attitudes. It shapes how we view our abilities, worth, and place in the world. A positive self-concept boosts our confidence and motivation. When we believe in our abilities, we are more likely to set ambitious goals and pursue them with determination.
Self-awareness, on the other hand, is the ability to recognize and understand our emotions, thoughts, and behaviours. It involves being mindful of how we affect others and how others perceive us. Self-awareness helps us manage our emotions, preventing them from negatively impacting our decisions and interactions. This leads to more rational and balanced decision-making.
Being aware of our impact on others improves our interpersonal skills. We can communicate more effectively, resolve conflicts, and build stronger relationships. In addition, self-awareness fosters a so-called ‘growth mindset’ in which we’re more willing to learn and grow from challenges, while feeling less threatened by failure. By regularly reflecting on our actions and their outcomes, we can identify areas for improvement and take steps to enhance our skills and performance. More importantly, understanding our core values ensures that our actions align with our principles. This alignment enhances our integrity and credibility as a leader.
Together, self-concept and self-awareness form the foundation of self-leadership: the ability to lead oneself before leading others.
Why is self-leadership important?
To complete my master’s degree in Leadership For Development (a joint program offered by the University of Manchester and the University of Melbourne), I wrote a dissertation examining the role of self-concept and self-awareness in self-leadership during the COVID-19 pandemic.
The study finds that effective leadership of oneself and others is built on three core strategies:
- Self-regulation: The ability to manage one’s emotions and behaviours while striving for set goals.
- Reflection: Regularly evaluating one’s actions in line with one’s personal and professional objectives.
- Environmental and situational awareness: Grasping the nuanced environment in which one operates and using this knowledge to respond effectively to challenges.
Understanding the vital role of self-concept in self-leadership allows us to design more effective development pathways for future leaders. As explained above, the first essential act of leading requires inner reflection and the development of one’s self-leadership. In other words, the perception of ourselves will affect our ability to lead and inspire.
Equally, self-regulation has a complex and dynamic relationship with self-awareness (one impacts the other and vice versa). To the extent that one is self-aware, one is better able to engage in regulation of expressive behaviour, such as self-monitoring or observation and self-control guided by situational cues to social appropriateness.
The role of sense-making in crisis leadership
Another vital aspect of my study concerned the role of sense-making—the process of interpreting and understanding complex circumstances to make informed decisions. Sense-making is not only a social process, but a deeply personal skill, requiring leaders to draw from past experiences and perspectives shaped by their self-concept.
Through iterative reflection and analysis, leaders can develop coherent narratives that guide their actions and communications – a critical process in navigating uncertainty, building resilience, and fostering trust in others during crises such as the COVID-19 pandemic.
Conclusions of my research
My research showed that strong self-concept empowers leaders to take initiative and lead by example. Self-awareness ensures that leadership is inclusive and considerate of others’ perspectives. For instance, where people are highly distressed, acute self-awareness enables us to lead, while demonstrating that we care about others’ circumstances. Self-concept enables us to understand our strengths and weaknesses to make informed decisions. Often, it is this personal strength that helps us recognise and work on areas requiring improvement, leading to better outcomes.
Furthermore, a strong self-concept helps us stay resilient in the face of challenges and maintain a positive outlook and bounce back from setbacks more effectively. Knowing who we are allows us to lead authentically. Authentic leaders inspire trust and loyalty because they are genuine and consistent in their actions and decisions. One such leader is former Prime Minister of New Zealand Jacinda Ardern. Known for her authentic leadership style, Ardern’s consistent communication and action fostered trust among New Zealanders during the crisis.
The role of self-concept and self-awareness are complementary, intertwined qualities that form the foundation of self-leadership. By cultivating a positive self-concept and enhancing self-awareness, we can lead more effectively, achieve our goals, and inspire others to do the same.
Note: This article gives the views of the author/academic featured and does not represent the views of the Global Development Institute as a whole.
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Photo by Riccardo Annandale on Unsplash