“Self-leadership is always the foundation”

Mann fliegt an Pfeil auf Zielscheibe
Self-leadership is a term that is currently frequently used in leadership practice. Marco Furtner, lecturer in CAS Leadership, demonstrated in his presentation at a RoBe Connect event that it is more than just a buzzword. His central message: those who cannot control their own thoughts, emotions, and behavior in a goal-oriented manner will not be able to lead others in a sustainable way. Leadership does not begin in the team, but with one's own inner clarity and goal orientation.

Goals play a key role in self-leadership. They create an inner tension that releases energy for action and provides orientation. Without clear goals, stagnation ensues – both on an individual and organizational level. Especially in transitional situations, such as role changes or strategic realignments, it is important to set new goals so that we do not become incapable of acting.

Can self-leadership be trained?
When asked how self-leadership can be trained or measured, Furtner, who has been working on the topic of self-leadership for over 20 years, refers to strategies such as systematic self-observation as a basis for feedback, conscious self-talk to work on limiting beliefs, and visualization techniques to anchor goals. These tools not only strengthen one’s own effectiveness, but have also been proven to increase performance motivation and emotional stability. Managers who lead themselves effectively are perceived by their employees as clearer, more positive, and more inspiring.

A new role for leaders
Furtner uses the example of organizations that see themselves as having a self-leadership culture to show that this can also give rise to a new understanding of leadership. The role of the manager is evolving from that of a controlling authority to that of a coach who enables self-management within the team. Cultures with a high degree of autonomy and innovation are ideal for this leadership culture. It is more difficult for people who are less accustomed to working autonomously or who have worked differently for years. Here, Furtner recommends closer management, but emphasizes that it is always possible to develop people further.

Furtner makes an exciting connection to the topic of emotional intelligence. According to studies, people who are good at managing themselves are perceived more positively by their employees. A leader who is perceived as charismatic by their employees appears more assertive and competent. Employees work harder for charismatic leaders. So if you can inspire yourself, you can also inspire your employees.