Self-Leadership as a Key to HR and
Change Management
By Karima Guerfali Lazzem – Best Training Academy
Introduction: Rethinking HR Leadership in Times of Change
In today’s fast-changing world of work, HR roles are no longer limited to policy enforcement or administration. They’ve become the soul of organizational transformation. In this landscape, self-leadership emerges as an essential compass, especially for HR professionals who must embody the very change they wish to inspire.
Defined by Charles C. Manz as "the process of influencing oneself to establish the self-direction and self-motivation needed to perform" (1), self-leadership is about leading from within. It involves emotional regulation, alignment, and intentional action. For HR professionals, it’s no longer optional or soft, it’s strategic.
1. Self-Leadership: The Inner Engine of Change
Change management isn't just about new structures or strategic decisions. It's about people. Emotions. Resistance. Alignment. And most of all, self-leadership.
Research shows that leaders with higher self-awareness are better equipped to navigate uncertainty. Daniel Goleman, pioneer of emotional intelligence, stipulates that self-awareness is the foundation of effective leadership (2).
In times of economics and social upheaval, various professional mergers, digital transitions, social crises, …, Teams are looking for authentic and grounded, leadership. An HR professional who knows their values, handles pressure with grace and leads by example, becomes a pillar of resilience.
👉 In Real-world scenario, as a leadership mentor, I always notice that during a company merger, an HR director who practices self-leadership is more likely to foster open dialogue, maintain fairness, and defuse fear, accelerating the path toward unity and trust.
2. From Influence to Inspiration: The Mirror Effect
Self-leaders don’t command, they inspire. As Susan Fowler’s research demonstrates, people engage more deeply when they perceive their leaders as aligned, real, and consistent (3).
An HR professional who practices self-leadership becomes a role model. he embody what he advocate: inclusion, well-being, development. He don’t have to push he attract.
👉and this the principle of The mirror effect: When you reflect authenticity, others mirror it back and engage with the same behavior around the same values.
3. When Self-Leadership meets Emotional Intelligence: The Heart of Soft Skills :
Self-leadership and emotional intelligence go hand in hand. Here’s what it looks like in practice:
- Self-regulation:
Self-regulation goes far beyond simply keeping calm under stress. It’s the ability to recognize and manage the internal emotional landscape, especially when faced with pressure, tight deadlines, or uncertainty. It means pausing before reacting, choosing thoughtful responses over impulsive reactions, and cultivating an inner space where clarity can emerge even in chaos. Relying on techniques drawn from mindfulness, NLP, and emotional intelligence to stay centered and intentional in his actions, A leader, whether he’s supporting a client through a crisis or leading a high-stakes intervention, self-regulation is the anchor that allows him to hold space for others without being overwhelmed himself.
- Empathy:
Empathy, is not just about listening, it's about truly tuning in. It’s the ability to sense the emotional climate of a conversation, to perceive what’s not being said, and to acknowledge the invisible needs that shape people’s behaviors. In every interaction, whether with a client, a learner, or a colleague, a self-leader intentionally creates a safe space where emotions can surface without fear of judgment, allowing him to adapt his communication, offer meaningful support, and build deep, authentic connections.
- Intrinsic motivation:
Intrinsic motivation is the quiet but powerful fire that fuels everything you do. It’s that deep sense of purpose that keeps moving forward, even when there’s no immediate reward, recognition, or applause. It comes from alignment: knowing that what is done matters, that it’s meaningful, and that it contributing to something greater than oneself. A true Leader don’t rely on external validation. his motivation is anchored in values like growth, contribution, and human connection. It’s this inner drive that allows him to stay resilient, curious, and committed, no matter the circumstances.
👉HR is no longer a support function, it’s a human coaching space. As Goleman refer to it: "Effective leaders manage their emotions. Great leaders use theirs to lift others." (2) Here’s how self-leadership competencies become powerful levers for sustainable change.
4. Self-Leadership as a Change Accelerator :
John Kotter reminds us that nearly 70% of organizational change efforts fail, not because of poor strategy, but due to emotional resistance (4).
An HR leader grounded in self-leadership can:
- Make sense of the change for others.
- Face fears, including their own, and transform them into clarity.
- Adopt the coach mindset: listen deeply, support progress, and celebrate small wins.
This is where self-leadership becomes catalytic. Fuelling intentional actions, compassionating communication, and a model of change that is credible.
5. From Personal Practice to Organizational Culture :
Self-leadership isn’t only personal, It’s the seed of a new organizational culture. When HR leaders model inner alignment, they lay the foundation for a new kind of workplace culture.
Self-leadership is not confined to inner work, it radiates into the culture we shape, the energy we spread, and the systems we contribute to. When HR leaders embody inner alignment, when their values, emotions, and actions are in coherence, they set the tone for environments where people feel seen, safe, and inspired.
=> They lead not by
controlling, but by inspiring.
=> They transform silence into expression, and fear into responsibility.
=> They pave the way for :
· A culture where vulnerability becomes a leadership strength.
· A climate where courage and initiative take the place of blind compliance.
· A space where coherence between words and actions fosters deep, sustainable trust.
👉 Self-leadership is the first ripple in the wave of meaningful change. And when leaders practice it, they elevate not only themselves,but everyone around them, employees flourish, psychological safety rises, engagement deepens and Culture shifts.
6. Four Practical Pathways to Self-Leadership :
Here are some of practices that support this inner transformation:
✅ Journaling or self-reflection:
Taking moments of pause to name what’s the feelling and what truly matters.
It’s not about overanalyzing, it’s about reconnecting with own emotional truth
and personal values. When we give language to what’s happening inside, we
reclaim clarity.
✅ Clarifying intentions before every meeting or conversation:
Intentionality changes everything. Before stepping into a difficult or a strategic meeting, HR leaders ask themselves: “What is the energy I want to bring?” or “What outcome would feel aligned, not just efficient?” This simple shift creates presence and sharpens impact.
✅ Identifying internal drivers:
NLP, the Logical Levels of Dilts, or transactional analysis tools, support individuals in uncovering what truly drives their behavior, beyond roles or expectations. Understanding these inner mechanisms allows for more conscious and empowered choices.
✅ Grounding techniques:
From conscious breathing to short visualization rituals, those accessible tools help reset the nervous system, especially in high-pressure environments, bringing HR professionals back to their center, so they can lead with calm, clarity, and coherence.
Fred Kofman said it beautifully in Conscious Business: "Aligned leadership is sustainable leadership because it’s born of conscious choice, not reactive habit." (5)
Conclusion: Self-Leadership for Meaningful Transformation
Self-leadership isn’t selfish. It’s a responsibility. It’s the foundation from which HR professionals can lead change with clarity, courage, and compassion.
In unstable environments, where HR is expected to lead transformation, self-leadership becomes a force for impact. It allows us to:
- Stay centered even in chaos.
- Lead with integrity and heart.
- Empower others through example.
- Shape a culture of trust and human excellence.
References
- Manz, C. C. (1986). Self-leadership: Toward an expanded theory of self-influence processes in organizations. Academy of Management Review.
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
- Fowler, S. (2014). Why Motivating People Doesn’t Work... and What Does. Berrett-Koehler Publishers.
- Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
- Kofman, F. (2006). Conscious Business: How to Build Value Through Values. Sounds True.
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