Prepare Your Leadership: Building A Culture Of Self-Leadership

Hello Cadre Crew. Happy Monday. I'm excited for folks to join me today. We're talking about creating more of a self leadership culture and we'll get into that after our three Things of three and I'll let give some time to let people join in on this chilly Monday. If you're in Northern Minnesota, speak Wonder Welcome Rick, welcome. Happy Monday. I'm excited for you to join me and I appreciate you being here. So we'll kick things off with what we usually do. The three Things of three It's a great, you know, just reminder for us to ground ourselves and be where our feet are halfway through the day.

So the first three things I want you to just kind of start, you can throw it in the chat or name it. What are three things that you're feeling right now? Can be emotions, sensations can be just anything that you're feeling right now. What are you carrying with you as you go through your morning that you can start to let go as you get to the afternoon? So what are three things that you're experiencing right now? Emotions sensations can just be thoughts. What are three things that you're carrying?

And then what are three intentions that you have for the rest of this day? This could be something to do to maybe release something that you're carrying. Maybe it's something you want to you want to show up a certain way for someone later on or maybe just simple things on your to do list. What are three intentions that you have for the rest of the day? And then what are three things that you're grateful for? Could be looking backwards, could be looking forwards. What are the three things that you are grateful for Right now?

This is a great exercise to use with journaling or just use halfway through your day just to ground yourself and make sure ground yourself. Make sure you're moving forward, you know, intentionally authentically and who you want to be, who you want to show up as and making sure that you are appreciating what you have. So there are three things that you can those three lists you can continue thinking about as I kind of get into some of the research that I'm going to bring to you today. So as the title talks about a self leadership culture.

So I've been talking about self leadership the past couple weeks. We first just kind of introduced the idea. Last week we talked about some of the practices you can use, really kind of focusing more on visualization. And today I'm bringing an article about how it can be applied not just to yourself and how, you know, we talked about Self leadership on enhancing your own performance and your own well being. But also how can this as a leader also affect the culture that you're creating with your team and the people around you?

So right now I'm looking at. It's an article by Brockt, Junker and Van Dyck came out in 2018 called Exploring the Social context of Self Leadership. Self leadership culture. So I promise to keep a lot of the jargon out of it. So self leadership, this is defined as, you know, just what is. How do we regulate ourselves? Self regulation, emotion regulation, how do we regulate ourselves to reach our goals effectively using a variety of different strategies. You might have heard of self management. Well, this is self leadership.

It's taking a step further where we don't just get through a situation, but how do we maximize our performance, our energy, you know, how do we really go and maximize ourselves into that situation? Overcoming a challenge, maybe, you know, not just regulating and managing emotion, but really changing it to really look at the bright side of maybe a situation. So that's kind of what self leadership is all about. And these authors really said, well, we look at it from that individual standpoint, but how can we look at it affecting the overall team?

So they looked at leader exchange, which is just the relationship quality between leader and the team that they're following, the team that's following them. They looked at social identity theory of leadership. So that's. How well does that leader get that team to form? How well does that, does that team feel like they're part of a team under that leader? Does that leader create that sense of, of identity, that sense of a group with the team? And then looking at the overall levels of a culture, which is the assumptions that everybody has, are the assumptions aligned?

Do they have the similar values and do they have similar artifacts? And artifacts can just be like language used, how they communicate, you know, and aspects like that. And so I really want to highlight social identity. This has been. Identity leadership has been found to be really effective for leadership and measuring leadership effectiveness. So how well can a leader create, you know, that we ness within a group? So looking at this prototypical. Prototypical. Prototypicality matters. So prototypicality this is.

Do the members in the group see their leader as the most successful, the, the best employee? The, you know, does everybody want to, does everybody look up to that leader of the group? And then so this, you know, when there's high agreement among these employees, that means that they really kind of identify with that leader and they're more likely to, you know, view that Group as an us group rather than, you know, everybody competitive. And so with self leadership, this can, this can matter. As you know, in social identity, leaders can create that we ness and that togetherness by creating a group's identity, by doing a thing they call as identity entrepreneur.

And this is where the leader does things to bring the group together. And in politics, this has been found to be effective by just saying the word we. Saying the word. They found that in Australia, politicians who said we 139 times in, I think it was. They found it that politicians who used we two times as much as politicians who used, let me reword that. Politicians who said we twice as much as other politicians were more likely to win by creating that group identity. So by really honing in that we are a group, we are together and highlighting what were not so, creating that really culture, a lot of culture practices that you see in leadership, but really more entrenched, which a lot of organizations fall behind in.

This can create that group, that group togetherness. And with self leadership, this can also help in that area. Leaders can. Let me look from my notes right there. Leaders can implement autonomy. So creating autonomy and saying that we are a group that empowers our employees to make their own decisions to lead their group, and we trust that. So that can help boost that togetherness within a group as well. As, you know, any, any aspect we talk about goal setting so you know, a group that sets goals and aligns goals and that can create that sense of togetherness.

So we talk about self leadership practices that you can do yourself. But implementing that into the group can, can boost that, that togetherness. The, the sense that we have this group identity, that we are autonomous, that we are goal setting, that we do visualization practices before like a sales meeting. Creating that, that, that culture around self leadership can boost the togetherness and the identity of that group. So that's kind of some aspects of how self leadership when implemented into a group can have positive effects on, you know, that group identity, which then has effects on job satisfaction, work engagement, performance and innovative behavior.

Because once we feel part of a group, we'll be more engaged within that group. So that's all I've got for you today. I hope you have a great rest of your Monday and I'll catch you all next week. Thank you all for joining and I hope you stay warm if it's cold where you are or stay cool if it's hot. Bye.