Self-Leadership: The Power Behind Empowerment Dato' Hajah Noor Rezan Bt. Bapoo Hashim

Self-Leadership: The Power Behind Empowerment
1 Dato’ Hajah Noor Rezan Bt. Bapoo Hashim

SELF-LEADERSHIP:
THE POWER BEHIND EMPOWERMENT
 Empowerment of individuals is
the Key.
 Managers must learn to let go
of command-and-control
leadership styles.
 Bosses today can no longer
play the traditional role of
telling people what, when, and
how to do everything.

SELF-LEADERSHIP:
THE POWER BEHIND EMPOWERMENT
 Managers just don’t have

time.
 Their
people know more
about the work than they
do.

Creating An Empowered
Workforce
 Leaders must move from command-and

control to partnering for performance.
 Those who are being led must move from
“waiting to be told” to “taking initiative to
lead themselves”.
 The new role of people is to become
partners with their leaders.
 This is self-leadership.
 People need to be trained in self-
leadership.

Empowerment
A. If empowerment is to be
successful, organizations and
leaders must develop self-
leadership in the workforce - who
have the skills to take the
initiative.
B. An organization filled with self-leaders

is an organization with an empowered
workforce.

Creating Self Leaders
Through Individual Learning
 Individual learning - one of the

key elements of a high performing
organization - is essential to self-
leadership.
 Organizations that do not

encourage people to learn are less
likely to be high performing,
because the skills of an
organization are not greater
than the skills of its people.

Developing Skills And Competencies
 Strategic
Direction
Alignment
 People –
High Performing Appreciating
Organizations Assets –
Knowledge &
experience
 On The Job
Support
 Mentoring
 Formal Training
 On-going
Learning
Empowerment vs Self-leadership
Empowerment is
what leaders give
to their people.
Self-leadership is
what people do to
make
empowerment
work.

Skills Of Self-Leadership
Challenge
Celebrate Assumed
Your Constraints
Points Of Skills Of
Power Self-
Leadershi
p
Collaborate
For
Success

The First Skill Of a Self-Leader :
Challenge Assumed Constraints
What is assumed constraint?
An assumed constraint is a belief, based

on past experience, that limits current
and future experiences.

Assumed Constraints
Assumption Negative Internal

Dialogue / Excuses
& Blaming
Statements
No direct authority  “Why should I
or position power bother? My boss
won’t approve
anyway”.
 Cannot be a good
leader  They never listen to
anyone’s ideas
 Cannot influence around here.
outcomes  A woman has never
held that position
before.
 I’ve never been any
good at that.
Legendary Leaders
Bill Gates
Mother Theresa
 Went beyond assumed constraints to reach their

goals!!
 Mother Theresa - A minority Albanian who spoke

broken English. She used her personal power to
achieve her goal by bringing dignity to the destitute.
Fame or CONSTRAINTS
success followed
NOT A PROBLEM!!
he Second Skill of a Self-Leader :
elebrate Your Points Of Power
 Everyone has some

(all ages) - not aware.
 Abuse of power – “turn
off” to acceptance of
power.
 Sole advantage of
power – “Ability to
do more good”
 Accept and tap into
self-power  good for
all.

Five Sources Of Power
Position Power
Knowledge Task
Power Power
Relationship Power Personal Power

Position Power
Most
Power to
recognize
manage
d
people /
command
resources Position
e.g.
Business Power
Card
Inherent in
authority of
position

Personal Power
Personal
attributes,
character,
passion,
People like
inspiration
to be around
or wisdom
such leaders Person
al
Power
Strong
interpersonal
skills,
persuasive
communicatio
n

Task Power
e.g. Executive Stems

Secretary can from task
determine who or job
gets added or
deleted from
agenda. Task
Power
Power to
Able to
block help
or delay others
task with a
process or
procedure.
Relationship Power
Power of
association –
friendship,
colleague,
relationship-
building,
favours
Relationship
Power
Have
other four
powers 
Have
relationshi
p power
Knowledge
Power
Unaware of
knowledge Special skills /
power expertise
Uneven
destribution
Knowledge Certificatio
n, degrees,
Everyone Power special
has some training
form of
knowledge
power
Get feedback
from others Transferabl
to know your e job  job
knowledge
power

Increase Power Base
To increase
your power
base  gather
people who
have points of
power you
don’t have

Assumed Constraint
Don’t buy
into the
assumed
constraint
that position
power is the
only power
that works.
Learn Your Points Of Power
 Once you learn what your points of

power are, you are ready to expand
them.
 If you are strong in some points of
power or weak in others, don’t
assume that will be true for the rest
of your life – For example, a person
with high knowledge power due to
computer expertise but low
personal power due to weak
interpersonal skills.
 To assume that people will never
want to be around you is a life-
limiting assumed constraint.
Technical Skills
 People who have good

interpersonal skills but lack
technical skills. For example,
you’re naive to think that the
computer is going to go away.
 So get with the program and
ask someone to help you learn.
 Don’t be afraid to ask for what
you need from people who
have points of power that you
don’t have.

The Third Skill of a Self-Leader :
Collaborate for Success
 Self-leaderstake the initiative to get the

direction and support they need to achieve
their goals.
 There
are four development levels with the
appropriate leadership styles for each.

Goal / Task / Skill

Collaborate For Success
DEVELOPMENTAL LEVEL LEADERSHIP STYLE
(D1) (S1)
Enthusiastic Beginner Directing
(Leader Decides)
(D2) (S2)
Disillusioned Learner Coaching
(Let’s Talk, Leader Decides)
(D3) (S3)
Capable but Cautious Performer Supporting
(Let’s Talk : D3 Decides)
(D4) (S4)
Self-Reliant Achiever Delegating
(D4 : Decides)

Thank you

Self-Leadership: The Power Behind Empowerment Dato' Hajah Noor Rezan Bt. Bapoo Hashim

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Self-Leadership: The Power Behind Empowerment

1 Dato’ Hajah Noor Rezan Bt. Bapoo Hashim