Various researchers have emphasized the role of self‐awareness triggers (SATs) and their impact on authentic leadership, but a review of the literature shows a lack of conceptualisation and reliable scales to examine self‐awareness triggers. Thus, this study developed a reliable and valid scale, and examined the role of self‐awareness triggers in authentic leadership. The research was based on four separate studies to develop the scale and analyse the impact of the SAT on authentic leadership. In Study 1, the self‐awareness trigger was operationalized, and items were generated using qualitative research. Study 2 conducted exploratory factor analysis (EFA) to examine the factor structure of the construct. Study 3 conducted confirmatory factor analysis (CFA) was to examine construct validity. Reliability and construct validity were assessed based on composite reliability, convergent validity, and divergent validity. Scale development led to a two‐dimensional self‐awareness trigger scale. Study 4 examined the impact of the SAT on authentic leadership. We collected data on authentic leadership from team members, and self‐awareness trigger data from team leaders. Data were collected from full‐time employees in the financial sector of India. The study had 471 dyads of team leaders and team members. Findings indicated that SAT is related positively to authentic leadership. Findings suggest that organizations proactively can enhance authentic leadership through SAT.