Autonomy Supportive Leadership
Psychological research confirms that people feel better about themselves and their work when they believe they have control1, but it is not always clear how leaders can encourage such feelings (providing what some researchers refer to as “autonomy supportive leadership”2). This posting briefly reviews eight suggestions, and it does not focus on simply delegating responsibilities. Instead, it provides ideas for creating an environment where people have the feeling that they are not simply following orders. Knowing how to do so not only help staff, but in the long run, as staff grow in responsibilities, it can also potentially ease the burden on busy leaders.
- Engage people early
People appreciate being part of the decision process. Let them be a part of the decisions that affect them and help them to know what to expect before it happens.
- Instead of instructing, communicate your intent and then ask for their ideas
Letting others offer their solutions to your goals signals that your priority is a great outcome rather than the details for how the work gets done. Perhaps, they may surprise you with a creative solution that you had not considered.
- Provide options within your requirements
When you provide instructions, try to offer some choices for how the work should be done. This can provide some sense of control to the person who is taking on the task.
- Explain your rationale
You may be logical, but do others understand your reasoning? Sometimes, when leaders do not explain themselves, they unintentionally give the impression of “because I said so.”
- Confirm understanding
Out of fear of appearing stupid or disloyal, others might not question a leader. When in doubt, ask if what you have decided makes sense to them. Doing this demonstrates humility and vulnerability. It also shows you appreciate you are not always clear. Nobody is.
- Be happy to have your ideas challenged and refined
Feedback on your ideas should be welcome. Ideally, you want everyone to feel as if they are co-developers of the plans for what needs to be done.
- Be careful instructing someone with words such as “must”, “should”, or “ought”
Some words overemphasize authority. When you have explicit requirements, strong language might be needed, but when you are open to new ways of working, softer language can reflect your openness.
- When you need to exercise your authority, demonstrate respect
You may need to overrule people. When doing so, make sure it is clear you have heard, understood, and appreciated those who you are overruling. This will minimize any negative feelings and help them to accept your direction (even if they do not like your decision)3. Everyone should feel they and their opinions are respected, so when you cannot grant autonomy, make an extra effort to express respect.
The suggestions in this posting may take some time and effort. Of course, there will be occasions when you feel a sense of urgency, and you may need to simply make decisions and give orders. In crisis situations, people may even prefer that you make quick and decisive decisions. So, it is up to you as a leader to decide when you should be directive and alternatively when an autonomy supportive approach would be better. My observation is that, when leaders do not take the time to communicate well, it is often not because they are in the midst of a crisis. Hopefully, these suggestions will help.
- Self-Determination Theory: Basic Psychological Needs in Motivation, Development, and Wellness, Richard M. Ryan, Edward L. Deci, 2018
- researchgate.net/publication/277888279_Autonomy_supportive_leadership_A_new_framework_for
_understanding_effective_leadership_through_self-determination_theory
- hbs.edu/blog/post/the-fundamental-attribution-error
- org/2003/01/fair-process-managing-in-the-knowledge-economy
Dr. Brown is an executive coach for physician leaders (www.michaelbrowncoaching.com). He has been the Chief Medical Officer at Acesis, Inc and Chief Information Officer for Harvard University Health Services.
