Legacy Leaders: Strengthening Self-Efficacy in Women for Effective Leadership and Lasting Impact.
Self-efficacy is a person’s particular set of beliefs that determine how well one can execute a plan of action in prospective situations (Bandura, 1977). To put it in more simple terms, self-efficacy is a person’s belief in their ability to succeed in a particular situation. It lies at the heart of effective leadership, particularly for women in today's society.
It is all about having confidence in yourself to handle whatever comes your way. It's like having a superpower.
According to Bandura, there are four main influences that shape and develop this superpower of self-belief:
Mastery experiences
Vicarious experiences
Verbal persuasion
Emotional and physiological states (Akhtar, 2008)
Now, journey with me as we explore the four pathways that shape and cultivate this remarkable superpower in women, as outlined by psychologist Albert Bandura:
At the core of effective leadership lies mastery experiences—moments of triumph and success that serve as the building blocks of confidence. Picture a woman facing daunting tasks and challenges over her professional life and emerging victorious, each accomplishment propelling her forward toward greater levels of competence and self-assurance.
But it’s not that simple. Especially since we don’t practice giving ourselves enough credit for accomplishments.
Self-efficacy begins to develop in very young children. Once self-efficacy is developed, it does not remain constant—it can change and grow as an individual has different experiences throughout his or her lifetime. When children are very young, their parents' self-efficacies are important (Jones & Prinz, 2005).
Successes plant the seeds of positive belief in one's capabilities. At the same time, failures leave behind doubts and limiting beliefs, robbing individuals of the essential building blocks to strengthen self-efficacy.
I vividly remember a time from my childhood, around age 12, when I lived in the South Bronx. For fun, I used to challenging my abilities with the underlying belief that I could accomplish anything I set my mind to. Where did this self-belief originate? Perhaps it was instilled in me by my firm, no-nonsense single mother. Yet, even at that young age, I had a fierce determination to conquer challenges.
How many women leaders still grapple with the echoes of their younger selves, influenced by the experiences and struggles of their adult lives? How many are plagued by doubts, questioning their trust in themselves and their leadership capabilities as they navigate the compounding voices?
This brings us to Vicarious experiences, the second source of influence, which involve observing others succeed. It is a potent source of inspiration and affirmation when women witness fellow female leaders thriving in their roles. Seeing successful women in leadership reinforces the belief that they, too, can excel.
However, let's confront reality. How many role models do women truly see and have access to for learning and growth?
While there have been strides in women gaining leadership roles in the 21st Century, the fact that it's still considered noteworthy implies that it still needs to be more common and deeply ingrained in the culture.
Hence, it's crucial for organizations to offer ample opportunities for women to see themselves mirrored in leadership roles, fostering a culture that nurtures self-efficacy through vicarious experiences as a means to empower the next generation of women leaders.
With these role models and women banding together to reshape the low self-efficacy narratives ingrained in women’s minds, we can realize both personal and collective potential.
Social persuasion, the third source, relies on the encouragement and feedback from others. Positive reinforcement, support, and recognition from peers, mentors, and superiors can significantly enhance women's confidence in their leadership abilities.
In my work with organizations and leaders, it's evident that humans (not just women) thrive on this kind of support to cultivate a strengths-based team or organization, which ultimately improves engagement, retention, and performance. It’s been researched and measured by the Gallup organization and others. So, why aren’t leaders implementing the frameworks (as a norm) to help human leaders develop and thrive?
It's no surprise that criticism or lack of recognition can erode self-efficacy and dissuade individuals from pursuing leadership roles. Thus, creating a supportive and nurturing environment where women feel valued and empowered is essential for cultivating self-efficacy and fostering leadership development.
Emotional and physiological states, the fourth source, play a crucial role in shaping self-efficacy. Positive emotional states and feelings of relaxation can boost self-efficacy, while anxiety and stress can undermine it.
Women leaders must prioritize self-care and wellbeing to manage their emotional states effectively. Women must take ownership of their physical, emotional, and spiritual health. However, organizations must do more by taking proactive steps to offer pathways to practices that aid in rebalancing the nervous system. The workplace dynamics, along with the goals and pressures inherent in leadership roles, running a business, or leading a team, play a significant role in impacting emotional and physical states.
In the harsh reality of the world, all individuals are faced with the challenge of overcoming the negative impacts of “perceived” failures, the absence of relatable role models and mentorship, the lack of support and acknowledgment, and the heavy burden of deteriorating emotional and physiological wellbeing due to stress and responsibilities.
Practices such as mindfulness, self-compassion, and stress management can help women mitigate the negative impacts of emotional stressors and maintain their confidence and effectiveness as leaders. Addressing mindsets and limiting beliefs and strengths-based approaches to support self efficacy can be done by Leadership and Executive coaching, and therapy when needed.
It’s no surprise that 86% of companies who have paid for coaching feel that they have recouped more than just their investment (source: ICF Global Coaching Study 2009).
The Formidable Foe
Imposter syndrome and self-efficacy are intricately connected, often creating a cyclical relationship that impacts a woman's ability to lead authentically and effectively.
Imposter syndrome, characterized by feelings of self-doubt and fear of being exposed as a fraud, can erode self-efficacy, leading to a lack of confidence in one's abilities. Conversely, low self-efficacy can exacerbate imposter syndrome, amplifying feelings of inadequacy and perpetuating a cycle of self-doubt.
A call to action - or else…
To break free from this cycle, women must actively manage both imposter syndrome and self-efficacy. Building self-efficacy through mastery experiences, positive reinforcement, and emotional resilience can help counteract feelings of inadequacy and bolster confidence.
Simultaneously, addressing imposter syndrome through self-awareness, self-compassion, and reframing negative thought patterns can diminish its hold and empower women to lead with authenticity and wholeness.
Beware that the silent destroyer lurking in the shadows of the relentless pressure to lead self and others, compounded by the insidious whispers of imposter syndrome and self-doubt, breeds a toxic cocktail of stress, anxiety, and burnout. Inaction or a lack of consistent support on this journey isn't just a ticking time bomb—it's a fully armed threat, poised to unleash havoc upon the fragile balance of the mind and body's health.
…Somewhere between 24 and 50 million Americans have an autoimmune disease, a condition in which the immune system attacks our own tissues. As many as 4 out of 5 of those people are women. - Stanford Medicine-led study
… Moreover, many retrospective studies found that a high proportion (up to 80%) of patients reported uncommon emotional stress before disease onset. - https://pubmed.ncbi.nlm.nih.gov/18190880/
As women grapple with the labyrinth of leadership, addressing these influences becomes not just important, but crucial for fostering their own self-belief, resilience, and overall health and wellbeing.
By nurturing self-efficacy and managing imposter syndrome, women can cultivate whole-self wisdom, improved wellbeing, and wholeness, enabling them to lead with confidence and make a lasting impact in their organizations and communities.
These studies provide empirical evidence and strategies for understanding and managing imposter syndrome and self-efficacy.
"The relationship between self-efficacy and impostor feelings among nurses in Taiwan" by Kuo, H. T. (2016). This study explores the relationship between self-efficacy and imposter feelings among nurses, highlighting how self-efficacy can serve as a protective factor against imposter syndrome.
"The role of self-efficacy in the relationship between gender role orientation and impostor feelings" by Bernard, N. S., Dollinger, S. J., & Ramaniah, N. V. (2002). This research investigates the role of self-efficacy in mediating the relationship between gender role orientation and imposter feelings, providing insights into how self-efficacy can influence imposter syndrome.
"Cognitive-behavioral strategies for managing imposter phenomenon and building self-efficacy in nursing students" by Hutchins, H. M., Penney, A. M., & Sublett, C. (2018). This study explores cognitive-behavioral strategies for managing imposter phenomenon and building self-efficacy in nursing students, offering practical insights into interventions to address both phenomena.
"Coping with the impostor phenomenon by seeking social support: The case of Swiss doctoral students" by Neureiter, M., & Traut-Mattausch, E. (2016). This research examines how seeking social support can help doctoral students cope with the impostor phenomenon, highlighting the importance of social resources in managing imposter syndrome.
Conclusion
Leadership inherently relies on relationships, demanding (and exhausting at times) proficient communication, collaboration, and motivation. When leaders grapple with self-doubt and compromised wellbeing, it initiates a ripple effect, breeding uncertainty among team members. This can lead to diminished morale, productivity, and cohesion within the team.
To address this challenge, organizations must prioritize the cultivation of self-efficacy among women leaders while addressing imposter syndrome head-on. This entails providing mentorship, coaching, and professional development opportunities tailored to their needs. Additionally, fostering a culture of psychological safety where women feel empowered to take risks, learn from failures, and openly express their ideas and concerns is essential.
It’s also imperative for women to take action on their own to mitigate the impact of wavering self-efficacy and imposter syndrome. Depending on employers’ programs will not be enough. As individuals, one must create a personalized roadmap to lead well and find opportunities to journey with other women to propel self-efficacy by improving wellbeing and resilience.
Explore one of our upcoming women leadership retreats to invest in yourself.
In conclusion, self-efficacy is a foundational element of effective leadership, particularly for women in today's society. Mastery experiences, vicarious experiences, social persuasion, and emotional states significantly shape women's belief in their leadership abilities. By acknowledging and addressing imposter syndrome and fostering supportive environments, we can empower women to fully embrace their leadership potential, overcome self-doubt, and make a lasting impact in their organizations and communities - a lasting legacy of positive impact.
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