Leadership vs. Self-Leadership – Which is Which?
- Brainz Magazine
- 16 hours ago
- 4 min read
Written by Tatjana Gaspar, Coach, Consultant & Author
Tatjana Gaspar is a certified Systemic Coach and Online Trainer who uses methods that focus on the clients’ individual goals, thus aiming at improving their business or life situation. She is also the CEO of the Latin American Chamber of Commerce in Switzerland, where she organizes events, hosts webinars and is responsible for operational and financial issues.
When we talk about leadership, we usually picture someone standing at the front of the room — confident, persuasive, guiding others toward a common goal. But what we often overlook is the quiet, inner work that makes this possible: self-leadership! Long before a leader inspires a team, they must learn to inspire themselves. Long before they earn trust, they must trust themselves. This subtle distinction is what separates true leaders from those who merely hold a title or a position.
I have always been curious to explore where leadership ends, and self-leadership begins, and how mastering both is the secret to authentic, sustainable influence in any sphere of life.
Authentic self‐leadership is about aligning our inner values with our actions, enabling us to lead with genuineness and influence. Leadership and self-leadership are like two sides of the same coin: one turns inward, the other outward. While leadership focuses on influencing, guiding, and enabling others to achieve a shared vision, self-leadership is about governing our own mindset, actions, and development to be able to do so effectively.
A key distinction: Where is our influence directed?
Self-leadership is self-directed influence: we lead ourselves to clarity, discipline, courage, and alignment.
Leadership is the extension of that same influence: it’s how we inspire and mobilize others.
The threshold between them lies precisely at this point of extension: when our internal governance becomes visible and contagious, transforming from a personal discipline into an interpersonal force that leaves a lasting impact on others.
Why do we rarely speak of “a good self-leader”?
This is a frequent cultural blind spot in the professional context. We praise “great leaders” because their impact is observable: teams flourish, visions are realized, performance improves, and growth happens. Meanwhile, self-leadership is private and mostly invisible. It’s assumed that anyone aspiring to lead others already masters the art of leading themselves, yet reality shows that this is often not the case, especially when overconfidence and a lack of self-reflection are part of the mix.
In fact, poor self-leadership is mostly due to an insecure, narcissistic, or chaotic personality, and is one of the hidden causes of what we perceive as failed leadership. It essentially boils down to the following three situations:
Inconsistent behavior erodes trust.
An unmanaged ego creates power struggles.
Lack of self-discipline breeds chaos.
Because self-leadership is an inner process, we lack language and rituals to celebrate it publicly. It’s like the roots of a tree: we admire the crown but forget what makes it possible, namely the work of the roots.
A modern perspective
In contemporary coaching and personal development, self-leadership is gaining recognition as a core competency, not just a given. For example, thought leaders increasingly highlight qualities like emotional regulation, self-motivation, and resilience as vital markers of mature leadership. Self-leadership is the silent engine within us; leadership is the visible vehicle. The stronger the engine, the smoother it runs, the more sustainable and effortless the journey. In essence, we can lead others only as deeply as we lead ourselves.
Five basic yet powerful aspects for an authentic (self-) leader to observe:
1. Self-awareness
Understanding and acknowledging our strengths, weaknesses, emotions, and values is the cornerstone of authenticity. Honest introspection helps ensure that our decisions and behaviors are aligned with who we truly are.
2. Integrity
Consistently acting according to our core principles builds trust, both with ourselves and others. When our actions match our words, we cultivate a reputation for reliability and honesty.
3. Accountability
Taking full responsibility for our actions, including mistakes, is essential. Embracing accountability shows that we’re committed to growth, learning, and transparency.
4. Emotional intelligence
Recognizing and managing our own emotions, as well as empathizing with others, creates meaningful connections. This awareness supports authentic interactions and helps us to adapt our leadership style to different situations.
5. Vulnerability
Allowing ourselves to be open about uncertainties and imperfections makes our leadership relatable. Embracing vulnerability can foster deeper relationships and encourage a culture of trust and continuous improvement.
All of these aspects together help us lead authentically, creating a solid foundation for personal and professional success.
Conclusion
At the heart of every truly inspiring leader lies the quiet power of self-leadership. It’s easy to celebrate those who lead teams and transform organizations, but behind every bold decision and every courageous vision stands a person who first chooses to lead themselves. We may not often say, “What a great self-leader!” Yet it’s this attitude that fuels authentic leadership. The more consciously we cultivate our self-leadership – through self-awareness, integrity, accountability, emotional intelligence, and the courage to be vulnerable – the more authentic and sustainable our influence becomes.
So, let’s not take it for granted. Let’s nurture it daily: stay true to our values, hold ourselves to a higher standard, recognize and appreciate our emotions, and dare to show our true selves. Because when we lead ourselves with clarity and courage, we naturally and effortlessly inspire others to rise with us. And in a world craving more and more real, human-centered leadership, that is exactly where true change begins: with us.
Tatjana Gaspar, Coach, Consultant & Author
Tatjana Gaspar is a certified systemic coach and online trainer who uses methods that focus on the clients’ individual goals, thus aiming at improving their business or life situation. She is also the CEO of the Latin American Chamber of Commerce in Switzerland, where she organizes events, hosts webinars and is responsible for operational and financial issues. Before coaching, she spent 20 years in international wealth management and leadership positions with different banks in Zurich. Initially, Tatjana obtained a degree in hispanic and russian literature and history from the University of Geneva. She is a firm believer in life-long learning and fluent in seven languages.
