Embracing the Use of Self-Concept for Transformative Leadership
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Positive and influential leaders who get tasks done and establish themselves as thought leaders use self-concept to drive change. Knowing and comparing leadership habits against personal and professional philosophies illuminates priorities and aligns staff with the company’s objectives. Discover what these concepts are and how to practice them for results.
Self-Concept for Transformative Leaders
A strong sense of self-concept in a CEO makes a transformational leader. Self-concept relates to self-awareness because it comprises three main qualities:
Attitudes: Likes, dislikes and preferences
Beliefs: Ideals seen as correct or incorrect
Values: Concepts seen as good or bad
Those who deepen their self-concept can answer the question, “Who am I?” The individual is respected because of their immediate decision-making skills, personable communications and aspirational image.
The more a business leader knows these facets about themselves, the more likely they will craft a strong company culture that inspires employees. Disconnects between organizational objectives and stakeholder priorities trickle down to all staff, causing discontent and confusion. Transformational leaders with self-concept inspire productivity and innovation.
How Strong Self-Concept Makes a Leader
How does self-concept from leaders make employees more active and confident? Leaders who make a point to use their sense of self to their advantage create a growth mindset throughout a company.
An energy company vice president turned aspiring board member felt his personality was too open-minded and experimental for the traditionally minded stakeholders. The VP put on masks in the workplace, preventing his full potential.
After seeking coaching opportunities, he embraced the Use of Self (UoS). He revealed his authentic perspectives to the team and eventually relocated to become a pivotal fixture on the board.
Another case study analyzed nurses during the COVID-19 pandemic. During this time, medical personnel had altered perceptions of their professional self-concept because of the high-pressure environment. However, the study compared self-confidence among several groups, and found self-confidence was high among everyone despite stressors. This is because the facility strongly asserted training and competency validations to reinforce feelings of competency among workers.
How to Strengthen a Positive Self-Concept
If there is a blur between a manager’s leadership style and organizational culture, these strategies will forge a transformative, self-aware leader in any CEO.
Professional Development Exercises
The professional development landscape is laden with reflective assignments, workshops and exercises for challenging preconceived notions. The active participation will outline professional goals for how CEOs will practice their transformational leadership.
Self-Assessments
Discovering self-concept relies on practicing impartial self-analysis. These assessments force CEOs to ask important questions. For example, if the CEO self-labels themself as a generous leader, they should ask if their leadership style reflects this belief through their actions. Prevent unhelpful or demeaning self-criticism at all costs because it reinforces detrimental or inaccurate perceptions, delaying development.
Feedback
Looking inward is not enough — leaders must be brave enough to seek constructive feedback from employees. These inputs can validate determinations from self-assessments or expand upon them. A priority of a personal review may not arise as an issue with staff.
Leaders with a strong self-concept know how to ingest productive information while staying true to the helpful attitudes, beliefs and values they already possess. CEOs must distinguish what is true and useful to absorb and put into practice. Self-concept users are innovative, not letting perceived failures or limited resources stop them from taking risks or opportunities.
Educate Staff
Many educators say teaching is the best way to learn. Self-concept is essential for becoming a transformative leader, but only if they gift these techniques and mindsets to the rest of the team. Refining self-concept could yield these benefits among the staff base and the CEO simultaneously:
Greater sense of workplace fulfillment and intrinsic motivation
Higher productivity
Improved time management
Better listening
Aligned visions on long- and short-term goals
Heightened empathy and morale
Boosted curiosity
Authentic equity and inclusion
Stronger resilience against stressors
Being the Change
A CEO set in their ways reinforces rigid mindsets in their workers. They will refuse to progress and innovate, leading to discontent in the ranks. Leaders who want to leave a joyous legacy transform their employees by reflecting on themselves. These hours of self-evaluation are priceless investments in the professional development of the leadership, the employees and the company’s trajectory.
