The Power of Self-Efficacy: Why Women Leaders Should Back Themselves More

March is a significant month for women. We celebrate International Women’s Day and Mother’s Day—moments that honour the strength, resilience, and contributions of women in all walks of life. This year, as I attended various networking events, I was struck by the diversity of experiences and ambitions among the women present. Whether from the ethnic majority or minority, from a different nationality, or born where they now live, every woman is an international woman. As Confucius said, “Under the sky, we are nothing but one family.”

Yet, despite these celebrations of progress, challenges persist. One of the most crucial factors in a woman’s success—whether in business, leadership, or life—is self-efficacy: the belief in our own ability to succeed. According to Albert Bandura’s self-efficacy theory, this belief significantly influences how we approach tasks, our persistence in the face of challenges, and our resilience. It’s the foundation of achieving our goals. Too often, we let external perceptions define our worth, but we should be the first to back ourselves. If we don’t believe in our abilities, how can we expect others to?

A Conversation That Made Me Reflect

After attending several networking events and speaking with many fellow business owners, one conversation stood out to me.

Someone, upon hearing about my coaching business, asked if I was an immigrant who had come to the UK to set up a business. To be honest, I was surprised—especially because this came from someone who introduced herself as a leadership development specialist.

While I was taught to be professionally curious and to avoid assumptions, she was doing the opposite. She could have simply asked open-ended questions like, "Can you tell me more about your business?" or "What’s your professional background?" instead of assuming I was an immigrant because I am Chinese. I replied, "Yes, I am an immigrant. But no, I didn’t come here to set up a business. I moved to the UK more than 20 years ago to study and work, and I started my business last year." Even then, I still didn’t understand what my business had to do with me being an immigrant.

As an icebreaker, I personally don’t ask people where they come from. Trust me, there are far more interesting stories to learn about a person. I have a friend of Chinese origin who was born and raised in Germany, spent time in London and Milan, and speaks German, Italian, and English—but not any Chinese dialects. I remember her telling me that when someone asked her where she was from, she jokingly answered, "Holloway," referring to the area in North London known for its now-closed women's prison. I found it funny and the person who asked the question didn’t even get the joke.

People are interesting. So, be curious. The country someone is from is just a small part of their story; it doesn’t define their life experiences. Instead of making assumptions, ask questions that lead to deeper conversations and help us understand someone’s values. Complimenting someone’s achievements, their taste in fashion, or even their choice of food is a great way to start a conversation. We are all human beings. We don’t have to divide ourselves by our differences—finding common ground is far more meaningful.

The Impact of Social Perception on Self-Efficacy

This experience reminded me of Bandura’s theory of social persuasion—how others perceive us can influence our self-efficacy. The question I was asked, based on assumptions about my background and appearance, could have made me feel like an outsider, like I didn’t belong in that room. This could have undermined my confidence.

But instead, I chose to believe in my own skills and experience, knowing I had an equal right to be there.

Bandura suggests that verbal encouragement and positive feedback from others can enhance self-efficacy. Equally, critical or biased comments can undermine it. The key is how we internalise these perceptions and whether we choose to believe in our own capabilities. At the same time, we can also help lift others' self-efficacy by offering genuine compliments and encouragement.

The Conversation Continued…

The same person went on to tell me she worked with “higher-end” clients (her words) and had an office in “The Shark” (we all know the building). The implication? That our clients were different in value, that somehow my work was "lower-end" because I support clients in diverse sectors and I don’t have an office in ‘’The Shark’’ neither.

I didn’t like the sound of it, but I didn’t react. Reflecting on the situation now, I actually admire her boldness in saying that to my face. At the same time, her vision was short-sighted. She didn’t know who I am or who I will become. We live in a global environment—we never know who we may cross paths with next.

Well, yes—our clients are different. But I don’t actively seek out immigrants just to tell them how small they are. Instead, I empower them. I see their potential, their stories, and their unique strengths.

This approach is rooted in mastery experiences, another key aspect of Bandura’s self-efficacy theory. By helping others overcome challenges and experience success, I help strengthen their belief in their own abilities. I work with middle managers and micro-business owners, treating them with the same level of respect and commitment as I would any executive or corporate leader.

Why? Because success isn’t about prestige—it’s about impact. True equality means treating everyone with the same respect. Everyone has a different story, and we never know who they may become.

Women Supporting Women: Lifting Each Other Up

One of the saddest realities I’ve observed is that sometimes, women pull each other down to make themselves look better. Many of us grew up in environments that encouraged us to be tough—but what does that really mean?

Being tough doesn’t mean constant comparison. Our ideas can be tough. We can be resilient in overcoming difficulties. But we should remain human in our interactions.

We don’t have to compete when we can collaborate. We don’t have to judge when we can uplift. True leadership isn’t about positioning ourselves above others; it’s about bringing others along with us.

This brings us to another key concept in Bandura’s theory—vicarious learning. When we see others succeed, we’re more likely to believe in our own potential. When women support and uplift each other, we demonstrate what’s possible.

Confidence doesn’t have to be exclusive—it should be contagious. By witnessing other women’s successes and how they achieve them, we inspire each other to believe in our own abilities.

If we truly believe in self-efficacy, we should embody it by supporting other women in developing their own. When we celebrate each other’s successes instead of seeing them as threats, we create an environment where we can all thrive.

The Importance of Psychological and Physical Well-Being

In addition to developing our self-efficacy through social persuasion, mastery experiences, and vicarious learning, we must also prioritise psychological and physical well-being.

When we are stressed or anxious, our self-efficacy can be diminished, making us doubt our capabilities and avoid challenges. On the other hand, when we feel mentally and physically well—confident, energised, and calm—we are more likely to tackle challenges with determination and resilience.

To back ourselves and each other, we must train both our mental and physical fitness. For me, meditation and running help clear my mind and build physical strength. Find your own way to maintain your fitness!

As we celebrate International Women’s Day and Mother’s Day, let’s remind ourselves:

• We are all international women.

• We are all leaders.

• And we all deserve to back ourselves and support each other.

Let’s not just talk about empowerment—let’s practice it by uplifting and collaborating where we can.

Build connections, not competitors!