At this level of motivation, self-confidence is essential. Confidence in the team comes from collaboration, confidence in the hierarchy comes from the framework and the feeling of security, and confidence in the organization comes from adherence to its culture.
Self-confidence, combined with self-esteem, is the culmination of personal fulfillment.
Confidence surpasses competence in that it enables us to embark on a project without any guarantee or certainty as to our current ability to fulfil it, but with the conviction that we will develop it along the way. Experience, adaptability, and resilience are the pillars of personal confidence. These qualities compensate for the doubts and uncertainties that are the very nature of our economic and social environments.
Confidence is also a major element in building team identity. It brings strength and enthusiasm that contribute to the positive contagion effect recognized in social influences.
Last but not least, trust is a key factor in the individual's ability to develop leadership skills. A quality that can be put to good use when responding to certain temporary situations or when considering a longer-term position.
But trust is not without danger. Loss of rationality, complacency bias, over-esteem, and ego explosion are all deviances that need to be dealt with at the earliest stage.
This is also where the beliefs and principles that characterize corporate values come into play.
The right to speak, to respect exchanges, to organize moments of sharing where everyone has the right to express their ideas freely. All this contributes to an internalized control of the risks of deviance.
The role of the manager is very important in ensuring fairness and respect for values within teams. His role as coach and facilitator is to help regulate the characteristics of each personality in the group.