Rethinking: Confidence as a Key to Leadership

What This Post is About

This post explores the concept of confidence as a key competency for successful leadership. Drawing from philosophical and psychological foundations, the article illustrates how confidence is not merely an internal belief but also a strategic ability that empowers leaders to unlock both their own potential and that of their teams. Confidence is examined within the context of the “Rethinking” approach - a process that involves reconsidering and realigning beliefs and behaviours to thrive in a dynamic and constantly evolving work environment.

The Philosophical and Psychological Foundations of Confidence

Confidence – a concept that goes far beyond mere optimism in its depth and meaning. In philosophy, confidence is often viewed as a fundamental attitude based on trust in the future and in one's own abilities. Even in ancient philosophy, there was a belief that humans naturally strive for a state of security and inner peace, which the Stoics called ataraxia. For the Stoics, confidence was closely linked to the virtue of self-control, which allows individuals to remain calm and stable in the face of adversity. Epictetus and Marcus Aurelius taught that confidence arises from the understanding that while one cannot control external circumstances, one does have control over one’s internal attitude toward those circumstances. Confidence, therefore, is the trust in one's ability to consistently adopt the right stance.

In contrast, philosophers like Friedrich Nietzsche saw confidence as an expression of the will to power, that is, the unyielding will to overcome obstacles and shape one's life. Nietzsche emphasised that confidence is not passive, but an active form of life affirmation. It is the courageous advance despite life’s uncertainties.

From a psychological perspective, confidence can be defined as a blend of self-efficacy and positive affect. Psychologist Albert Bandura introduced the concept of self-efficacy, describing how strongly individuals believe they can achieve specific outcomes through their own actions. Confidence, therefore, is closely tied to the belief in one’s ability to exert control and influence. This belief is nourished by experiences of success, but also by the ability to process and learn from failure. People who are confident have a realistic but still positive view of the future and their own capabilities. They are not blindly optimistic but recognise challenges while knowing they have the means to face them.

Psychological research also shows that confidence plays an important role in emotional well-being. It reduces anxiety, strengthens resilience, and fosters proactive behaviour. While optimism tends to describe the expectation of positive events, confidence goes deeper, emphasising the trust in one’s ability to handle life’s difficulties productively.

A Critical Examination of Confidence in Leadership

For leaders, confidence is a central aspect of both their personal and professional self-management. In an era defined by uncertainty and constant change, leaders must be able to offer their teams not just security but also the courage to embrace change. This reveals that confidence is not merely a personal virtue but a leadership strategy. Leading with confidence means shaping one’s own attitude and behaviour to serve as an example and source of orientation for others.

A confident leader is characterised by a willingness to face challenges rather than avoiding them, seeing them as opportunities for growth. This mindset directly impacts the team: employees who operate in a confident environment also develop greater trust in their own abilities and in the future of the organisation. Confidence thus creates a culture of encouragement and mutual trust.

However, confidence must not be confused with naivety or arrogance. A leader who relies too heavily on their own confidence risks underestimating the risks and challenges of the market or failing to take seriously the concerns and fears of their employees. A critical reflection on one’s own confidence is, therefore, essential. Self-reflection and the ability to accept feedback are crucial in preventing confidence from slipping into unconsidered optimism. A reflective leader recognises the fine line between healthy confidence and risky complacency and knows when it is time to reassess and adjust their stance.

On a team level, confidence also plays a crucial role. A confident team is more productive, creative, and resilient. But it is the leader’s responsibility to deliberately cultivate this confidence by ensuring transparency, communicating goals clearly, and celebrating successes without downplaying the challenges. Employees need to feel that their leader not only stands firmly in reality but also possesses the confidence to find the right path for the team.

Confidence and Rethinking: A Shift in Perspective

In the context of the Rethinking concept, confidence plays a pivotal role. Rethinking, understood as the systematic realignment of thinking and action, requires that old beliefs and patterns of thought be questioned and reassessed. Confidence is the emotional and cognitive foundation that allows this process of realignment to proceed without fear of loss or failure. Without confidence, the rethinking process would be futile, as the fear of the unknown or of failure would be too strong to allow for genuine change.

Confidence in the context of rethinking means having the courage to let go of old patterns of thought and explore new paths. It is the inner conviction that change is not only possible but also positive. This requires leaders not only to believe in their own abilities but also to have confidence that their team is capable of handling the changes. Confidence is the antidote to cynicism and resignation, which often arise when people become stuck in entrenched thinking patterns.

In the framework of Rethinking, confidence develops not as blind anticipation of the future but as reflective trust in the processes of change. A confident leader will always be ready to reconsider their own stance, explore new approaches, and involve their team in this process. This attitude fosters a culture of openness and creativity, which is indispensable in the context of rethinking.

Confidence in a Changing Work Environment

The working world is changing at a rapid pace. Digitalisation, globalisation, and shifts in work structures demand more than ever that leaders be able to make clear decisions in times of uncertainty. Here, the future significance of confidence becomes evident. Leaders who possess a strong sense of inner confidence will be better able to anticipate constant change and respond flexibly. They understand that uncertainty is not necessarily an enemy but also provides space for innovation and growth.

In a digitised working environment, leaders are expected to guide their teams confidently, even when external conditions are constantly shifting. This requires not only technical know-how but, above all, the ability to have confidence in transformation processes. Digitalisation is not only about technical change but also about a realignment of work processes, which leaders must shape. Here, confidence is a prerequisite for embarking on these new paths and taking the team along on the journey.

Furthermore, the ability to convey confidence will become a crucial success factor for leaders in the future. The complex challenges of the modern working world require not just expertise but also the ability to guide a team through uncertain times. Leaders who radiate confidence will be more likely to foster trust and motivation within their team, thereby ensuring the success of the organisation.

Three Immediately Actionable Rethinking Tips for Leaders

1. Reflect on your inner attitude: Confidence starts with you. Take time each day to consciously reflect on your thoughts and emotions. Ask yourself how you are viewing current challenges. Do you see them as threats or as opportunities? By asking yourself these questions, you create space for a conscious decision to change your perspective.
2. Visualise success scenarios: Confidence grows when you view the future not as uncertain terrain but as a space for action. Use targeted visualisation techniques to imagine how you and your team will overcome future challenges. This technique strengthens your belief in your own abilities and fosters a solution-oriented mindset.
3. Create an environment of positive expectation: Teams that work in an atmosphere of trust and positive expectation develop stronger confidence. Regularly communicate your team’s progress and emphasise that challenges are manageable. Avoid focusing on negative scenarios, and instead highlight your team’s potential and strengths.

Conclusion

Confidence is far more than just a personal feeling of well-being – it is an essential factor for success in leadership. Philosophy and psychology show us that confidence is a reflective attitude grounded in a deep trust in one’s own abilities and a positive view of the future. For leaders, this means that they must be a source of confidence not only for themselves but also for their teams. In the rethinking process, confidence plays a key role as it provides the foundation for openness to change and innovation. In a constantly changing work environment, confidence will become an increasingly important factor in achieving one’s goals and guiding a team successfully through transformation. By cultivating and consciously using their confidence, leaders lay the groundwork for long-term success and sustainable results.

Further reading

• “Leadership confidence: how to inspire commitment and help your team thrive” - Grisoni Coaching. Discusses the critical role of confidence in leadership (2024).
• “Perceptions of leadership, self-confidence and…” - Explores the development of self-confidence in adolescent girls and its impact on leadership (2023).
• “Playing the trump card: Why we select overconfident leaders and why it matters” - Examines the effects of overconfidence on leadership selection (2019).
• “Leadership and Self-Confidence” - Discusses the mental processes effective leaders use to build self-confidence (2021).
• “Leadership Philosophy - A Comprehensive Guide” - Explores different leadership philosophies, including the importance of self-awareness and confidence (2024).
• Eva et al.’s research on leadership development in schools - Highlights the role of school environments in shaping leadership confidence (2021).
• Ricketts and Rudd’s five-dimension model for leadership development - Focuses on formal education’s role in developing leadership confidence (2002).
• Van Linden and Fertman’s three-stage model of youth leadership - Emphasizes self-awareness and skill development for building confidence (1998).
• Baric et al.‘s study on adolescent girls’ leadership - Identifies key elements for developing leadership confidence in girls (2009).

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