Self-Leadership and Personal Resilience in Health and Social Care is essential reading for professionals making judgements under pressure. It demonstrates how self-leadership is not only about surviving but thriving in a continually changing environment and introduces key theories, skills and debates to help professionals deliver high quality professional practice every day. The book focuses in on the quality of professional thinking, self- and social awareness, self-regulation and self-management, and the fundamentals of sustained resilience.
Chapter 2: What is Self-leadership?
What is Self-leadership?
Self-leadership within this text is the ability to bring out the best in individuals in any circumstances for the ultimate aim of realising better outcomes. It is about achieving full potential, crucially when needed, to accomplish whatever the tasks and challenges might be. It relates to an individual changing his or her behaviour as a result of a better state or presence of mind. For as school children we are not taught about the powerful impact the mind and our thinking have on everything we do, even though ‘what we achieve at work is driven by what we think’ (Rock, 2007, p288).
This chapter will therefore discuss what self-leadership comprises. The facets of ‘leading self’ are self-observation, self-regulation, self-management, self-awareness ...