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Related external research

Find research to deepen how you understand work.

Starting a habit, listening to another person, turning experience into better judgment. Explore 67 academic publications in eight fields through questions from everyday work.

What the research found → Connections to your work

Each entry includes the study’s participants, methods and conditions. “Connection to this page” is our editorial interpretation informed by the research.

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Research on “autonomy”

4 studies

Foundational theory and conceptual review2005

Self-determination theory and work motivation

Distinguished motivation based on enjoyment from motivation based on accepting the value of the work, while treating both as forms of acting willingly. The account emphasizes environments that support autonomy, competence and relatedness.

Connection to this page

Provides theoretical background for an entry point where readers choose one habit to try in light of the purpose of their own work.

Participants, methods, scope and bibliography
Participants and methods
A theoretical paper organizing self-determination theory and prior research to explain work motivation in terms of degrees of autonomy.
Scope and limitations
This is not a new intervention experiment or meta-analysis. It does not test whether simply offering options increases autonomy or whether leaving people to act alone is sufficient.

Marylène Gagné; Edward L. Deci (2005). Self-determination theory and work motivation

Journal of Organizational Behavior, 26(4), 331–362

DOI: 10.1002/job.322

Original research (repeated workplace surveys and a quasi-experiment)1989

Self-determination in a work organization

Managers' autonomy-supportive orientations were associated with subordinates' perceptions of work and satisfaction. Managers' orientations improved after the intervention, but the effects on subordinates were less conclusive.

Connection to this page

Consider how communication and relationships can support people's choices and attempts, then check the actual responses that follow.

Participants, methods, scope and bibliography
Participants and methods
Surveyed 23 managers and their subordinates in a large company at three time points. An intervention helping managers support subordinates' self-determination was evaluated at staggered times across sites.
Scope and limitations
The number of managers was small, and changes in the workplace and the handling of comparison groups introduced constraints. Changes in managers cannot be treated as equivalent to effects on subordinates.

Edward L. Deci; James P. Connell; Richard M. Ryan (1989). Self-determination in a work organization

Journal of Applied Psychology, 74(4), 580–590

DOI: 10.1037/0021-9010.74.4.580

Meta-analysis2018

Leader autonomy support in the workplace: A meta-analytic review

Perceiving a supervisor as respecting one's perspective and choices was positively associated with autonomous work motivation, basic need satisfaction, positive work behaviors and well-being.

Connection to this page

Provides background for considering work conditions that offer room to think and choose, along with necessary materials and support from others.

Participants, methods, scope and bibliography
Participants and methods
Combined 754 correlations from 72 workplace studies, 83 independent samples and 32,870 people, examining autonomy-supportive leadership, motivation, basic needs and work outcomes.
Scope and limitations
Many studies were cross-sectional and used self-reports. Reverse relationships and shared measurement methods are possible. The evidence does not establish that supervisors' behavior causes the outcomes.

Gavin R. Slemp; Margaret L. Kern; Kent J. Patrick; Richard M. Ryan (2018). Leader autonomy support in the workplace: A meta-analytic review

Motivation and Emotion, 42(5), 706–724

DOI: 10.1007/s11031-018-9698-y

Original research (workplace survey)2006

Modeling the antecedents of proactive behavior at work

Job autonomy, self-efficacy for acting beyond a narrow task range, and flexible role orientation were associated with proactive behavior. Coworker trust was also consistent with a model operating through role orientation.

Connection to this page

Consider room for choice, a sense of capability and relationships with others, rather than attributing independent judgment and action solely to personality.

Participants, methods, scope and bibliography
Participants and methods
Surveyed 282 UK wire-manufacturing employees about proactive idea implementation and problem solving, checking self-reports against other people's ratings for 60 of them.
Scope and limitations
The findings are associations in one occupational group, not causal conclusions from manipulating variables. The study did not find that every form of supervisory support was effective.

Sharon K. Parker; Helen M. Williams; Nick Turner (2006). Modeling the antecedents of proactive behavior at work

Journal of Applied Psychology, 91(3), 636–652

DOI: 10.1037/0021-9010.91.3.636

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