The Power of Belief: How Self-Efficacy Shapes Our DEIB Work
This semester, I’ve been taking a course that has deepened how I think about human behavior, specifically, what makes people believe they can create change. Self-efficacy, as defined by Albert Bandura (1977), is the belief in our capability to organize and execute actions required to manage situations. As I’ve studied this concept, I started to see clear connections between self-efficacy and Diversity, Equity, Inclusion, and Belonging (DEIB) work. DEIB initiatives depend not only on awareness and intention, but also on the confidence individuals have in their ability to act inclusively, challenge bias, and foster belonging. Without that belief, even well-designed programs can struggle to move from aspiration to action.
Often, when DEIB work is discussed, we focus on what organizations should do, like build equitable systems, increase representation, and offer training. These structural efforts are essential, but they depend on individuals who believe that they can make those systems meaningful. Awareness alone doesn’t create change; belief does. When people trust their capacity to make a difference, they engage more fully, follow through on intentions, and model inclusion in ways that inspire others to do the same.
In Bandura’s (1977) study, he identified four sources that shape a person’s sense of efficacy. According to the study, confidence is built through successfully performing a behavior, observing others succeed, receiving encouragement and feedback, and feeling calm during action. When I overlay these concepts on DEIB practices, it becomes
Having opportunities to practice inclusive conversations or decision-making
Watching leaders model transparency, humility, and empathy
The feeling when a mentor or ally says, “You handled that conversation well.”
Psychological safety, compassion, and trust.
As coaches, we see our clients make lasting change when they begin to trust their own capacity to act. DEIB work operates on the same principle. For DEIB practitioners, this means fostering a sense of collective self-efficacy, the belief that we, as a team, an organization, and a community, can make progress together. That, to me, is where DEIB “works”. It works at the intersection of confidence, connection, and collective commitment. If we want to move from awareness to action, we must start with belief.
Can you think of a time when you didn’t have the support, examples, encouragement, or confidence you needed? What happened as a result?
Bandura, A. (1977). Self-efficacy : Toward a Unifying Theory of Behavioral Change.
Psychological Review, 84(2), 191–215.
This article originally appeared in the November 2025 edition of the ICF New England DEIB newsletter. You can read the full edition here.