When it comes to building unity and influence in your workplace, research shows something surprising. Believing in your ability to create change is often more important than how skilled or experienced you are.
Psychologist Albert Bandura called this self-efficacy, the belief in our capacity to influence outcomes. Bandura found that people with high self-efficacy see challenges as something to tackle, not avoid. In workplaces, that belief can make all the difference when advocating for improved workplace entitlements. If employees believe they can influence their employer, they’re more likely to get involved in their union, stay involved, and win improved conditions at work together.
This means that we don’t need to wait for perfect confidence or credentials before stepping up at work. What we need, and what we can give each other, is belief. When colleagues encourage one another and create a culture of shared support, we increase each other’s sense of power and possibility.
This is backed by more than theory. Studies in education and work show that people with higher self-efficacy perform better, stay committed longer, and achieve more – even when starting from behind in skills or resources. Carol Dweck’s research on growth mindset backs this up too. People who believe they can improve are more motivated and resilient over time.
So, if you’re unsure whether you’ve got “what it takes” to bargain for fair pay or ace your classification review, remember: you don’t need to feel like a pro. You just need to believe that change is possible. Then take the first step and bring a colleague with you.
References
Bandura, A. (1997). Self-Efficacy: The Exercise of Control
Multon, K. D., Brown, S. D., & Lent, R. W. (1991). Meta-analysis on self-efficacy and performance
Dweck, C. (2006). Mindset: The New Psychology of Success
