The Role of Self-Efficacy in Self-Leadership

Abstract

This paper explains the role of self-efficacy in addressing the deficiencies in self-leadership using theories of leadership, principles of management and self-leadership. This paper adopted a qualitative approach using secondary sources as a method of collecting data. The research found out that people with low self-efficacy maintain a negative self-evaluation to gain a sense of control over themselves, their emotions and maintain low levels of distress and existential anxiety as explained in the cognitive experiential self-theory. It was also found that people with deficiencies in self-leadership need to build their self-acceptance through reading articles on self-leadership, working closely with mentors, be in relationships with people who will accept them the way they are and leveraging their spirituality. The most influential factor influencing self-efficacy was found to be personal performance accomplishments. Proposals for developing self-efficacy were identified as mastery of experiences, social persuasion, social modelling and psychological responses. This paper is not exhaustive and is left open for further research.