Core Motivation: To believe in one's own abilities.
Consider the progression of the scale when reviewing the underlying notions and related types of behaviours.
|Progression of the scale: degree of challenge and personal risk to the individual
|Types of Behaviours
Trusting one's own ability to undertake activities
Maintaining confidence when challenged
Providing expertise in a challenging situation
Behaving constructively when difficult to do so
Tips for understanding Self-Confidence (SCF)
Purpose: Employees that possess self-confidence trust in their own ability to complete their tasks and face challenges, which is essential to CRA meeting its business goals and objectives.
Someone demonstrating self-confidence remains poised and self-assured when challenged. Self-confidence is usually seen when someone is being challenged because of decisions or recommendations they are making or presenting.
In the progression of the scale, the degree of challenge refers to internal or external challenges. At lower levels the challenge comes from within yourself or the situation. At higher levels, the challenge comes from others who have differing opinions or who may question your expertise. The personal risk refers to your personal credibility. At lower levels there is a low risk since your credibility is not really being tested and the consequences are not as significant as at the higher levels where your credibility is being tested and this may have consequences for your career or the organization.
|Self-confidence does not mean...
|speaking in a confident and assured manner even when you do not immediately know how to respond
|sounding uncertain when you do not immediately know how to respond
|seeking out new challenges and responsibilities where the outcome is uncertain
|playing it safe by taking on tasks that are familiar or where the outcome is certain
|defending your ideas or position if challenged, including challenges by more senior employees
|backing down or remaining silent when someone criticizes your ideas or position
|believing that your course of action is the correct one even when initial attempts may fail
|changing plans at the first sign of failure or dissent
|taking action based on your expertise and understanding of the situation
|double-checking all your ideas with others, and waiting for their agreement before taking action
Links to other competencies
Self-Confidence is often required for many other behavioural competencies. The following are some examples of competencies which are supported by Self-Confidence. Initiative, Impact and Influence, and Decisiveness all require some Self-Confidence to take action, influence others and make decisions. Self-Confidence is also needed for Conflict Resolution to address conflicts and Dealing with Difficult Situations to control your emotions in difficult situations. Teamwork and Cooperation requires Self-Confidence to contribute your ideas and expertise to others on the team.
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