Key points
- Autonomy is a basic psychological need that boosts motivation, well-being, and performance.
- Micromanagement undermines trust, motivation, creativity, and employee performance.
- Effective leaders define objectives, then empower others to choose how to achieve them.
- Freedom with clear expectations and accountability helps people do their best work.
Independence Day commemorates the adoption of the Declaration of Independence on July 4, 1776, when the 13 American colonies declared themselves independent from British rule. July 4 celebrates not only the nation’s founding but also the ideals expressed in the Declaration: liberty, equality, and the right of people to govern themselves. It’s a celebration of freedom!
No matter our political differences, freedom is an ideal that all Americans can rally around. We all want autonomy and the ability to control our own lives
The Importance of Autonomy
A large body of psychological research identifies autonomy as a basic psychological need. In fact, Self-Determination Theory suggests that people thrive when they feel they have choice in their actions (autonomy), confidence in their skills and abilities, and meaningful social connections with others (Ryan & Deci, 2017)
Autonomy is about freedom; it’s about having choice and control in our lives. In the workplace, autonomy doesn’t necessarily mean having complete independence or working entirely alone but rather having a say in the matter
Employees having some choice over how, when, or where to perform their tasks are more motivated, show greater creativity and problem-solving, are more proactive, and enjoy higher job performance and job satisfaction (Deci, Olafsen, & Ryan, 2017). Autonomy enables people to work in a style that suits them best, take initiative, and use their expertise effectively, particularly in complex or knowledge-based jobs
Say “No” to Micromanaging
We all know… nobody likes a micromanager! And the leadership research agrees. Micromanagement (overly controlling leadership behavior) is associated with poorer performance. It undermines autonomy, trust, and motivation, especially in jobs that require creativity, judgment, or expertise (Barling, 2023; Humphrey et al., 2007; Slemp et al., 2018)
Ironically, leaders often micromanage because they want better performance, yet their micromanaging tends to produce the exact opposite effect. So if you’re a manager of people (employees, children, students, etc.), you may be thinking, “But the work I oversee has to be done a certain way.” And to that I say, “Does it? Does it really?”
There are likely certain objectives that must be met, but as long as they are met within certain parameters (e.g., time frame, quality standards), does it really matter how the work is done? Who is to say that your way of achieving those objectives is the absolute best way? Perhaps there’s a better way that you’ve not thought of. Shouldn’t the “right way” be determined by the people who are actually doing that work? Isn’t that what you would want for yourself?
Managing by Objectives
Famed management guru Peter Drucker was a proponent of managing by objectives—defining the business objectives while allowing employees discretion in how to achieve them (1954)
Thus, to provide more autonomy to the people you are leading (i.e., your team, your family, your children, your students, etc.) and thus enhance their motivation, engagement, and performance while simultaneously freeing up some of your own time, try the following delegation framework
FREEDOM Delegation Framework
F – Frame the objectives. Explain to the person you’re leading the desired outcome and why it matters
R – Res needed to meet the objectives
E – Expectations.Clarify the standards, deadlines, and criteria for successful completion
E – Empower.This is the key part. Empower the person with autonomy to make decisions over how the work gets done. Avoid micromanaging
D – Determine checkpoints.Agree on defined checkpoints to review progress and avoid constant monitoring
O – Offer support.Make yourself available for questions and coaching as needed
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M – Measure results.Evaluate the outcome, provide feedback, and recognize success
Try it out. It will likely take some practice, but as you become more comfortable with the process, those you lead will grow in motivation, creativity, and problem-solving, and may ultimately perform better than ever
Autonomy doesn’t mean abandonment or going it entirely alone. It means freedom within clear expectations and accountability
Everyone thrives when they have the freedom to take ownership of their work and to make meaningful choices that reflect their own skills, values, and judgment
That is something to celebrate!
Barling, J. (2023). Autonomy. In Brave New Workplace: Designing Productive, Healthy, and Safe Organizations. Oxford University Press
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43. https://doi.org/10.1146/annurev-orgpsych-032516-113108
Drucker, P. F. (1954). The practice of management. Harper
Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332-1356. https://doi.org/10.1037/0021-9010.92.5.1332
Ryan, R. M., & Deci, E. L. (2017). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Press
Slemp, G. R., Kern, M. L., Patrick, K. J., & Ryan, R. M. (2018). Leader autonomy support in the workplace: A meta-analytic review.Motivation and Emotion, 42, 706–724
