The basic psychological need for autonomy in leadership

"We need more flat hierarchies!"
"More entrepreneurs in the company!"
"More personal responsibility and independence!"

These and similar statements can be heard everywhere at the moment. The demand for strong employees who get things done and responsibility is growing louder. But Gallup's annual Engagement Index paints a clear picture: in recent years, approximately 70 percent of employees have had a low level of emotional attachment to their company (working to rule), 15 percent have had a high level, and 15 percent have had no emotional attachment at all (inner resignation, sabotage). If you feel the same way and the above statements are not just lip service to you, I would like to give you a few ideas on how to turn empty words into actual results.

The theory of three basic psychological needs—competence, autonomy, and social connectedness—is part of self-determination theory (see Edward Deci and Richard Ryan). Here you can read about how you can use this theory to motivate yourself.

When basic needs are met, people continue to develop.

All three needs have one thing in common: they are not homeostatic. This means that they are constantly active and not only when one of them is lacking (such as hunger, thirst, security). If all three needs are met in interaction with the environment, people continue to develop. leader can and should leader and systematically use this principle to promote themselves and their employees.

Before we delve into the background, I invite you to try a simple exercise. This will make the following immediately more tangible and understandable.

Exercise: Take a piece of paper and answer the following questions in writing:

• Choose an area that you would like to examine more closely (career, family, relationships, hobbies, health, etc.). On a scale of one to ten, how much autonomy do you experience in this area?
• How high would it need to be for you in this context?
• What would need to happen for you to get closer to this value?
• What do you think now? What is your personal insight from the exercise?

The aim of the exercise is to help you recognize the levels of fulfillment in the different areas of your life and how you can improve them (cf. Daniela Blickhan). In the following, I would like to explain the details of the first basic need.

The need for autonomy

It's about the feeling of making your own decisions and experiencing freedom of choice. Being able to live according to your own values. The need for autonomy should not be confused with selfishness or dominance. For example, a man in a relationship decides to spend Friday evening with his partner rather than with friends. What may be seen from the outside (by friends looking forward to a night out at the bar) as dependence may in fact be a conscious choice and thus fulfill the need for autonomy (in this case, the man's).

• It is a conscious decision to respect and fulfill other people's values. Here it becomes clear that autonomy does not necessarily mean independence and isolation from other people.
• When a person experiences a lack of autonomy, helplessness is the result. In extreme cases, this can have clinical consequences. World-renowned psychologist Martin Seligman developed this theory of "learned helplessness" around 50 years ago. It is still considered one of the most important theories on the development of depression.

Consequences for practice

Hold on! Does that mean that, as leader , I should leader let everyone do whatever they want? No! Most of us live in communities with other people (departments, organizations, families, partnerships, etc.). Compromises and interdependencies are part of everyday life. If you want to have strong and independent employees (students, children, acquaintances, etc.) in the long term, there is no way around this point.

In leadership, you can greatly increase your impact by fostering a sense of autonomy among your employees. The connection between values and autonomy explains the following: employees who feel that their values are not respected withdraw leader authorization to be led by their leader . Of course, no one will tell you this directly. This process usually takes place unconsciously. Employees feel misunderstood. This process also describes one of the main reasons why many organizations find change processes so difficult. If no meaning or benefit can be seen in the long term, the logical consequence is demotivation, frustration, and inner resignation. Gallup sends its regards!

Goal setting increases the experience of autonomy

Now you understand why target agreements are so effective. When people can make conscious decisions, it increases their subjective sense of usefulness and meaning. This enhances their experience of autonomy. The result: motivation and goal identification!

In coaching, we use this principle primarily by almost never giving direct advice. It is more effective to guide people using Developing Questions that allow them to come up with the insight or solution themselves. It is crucial to address the other person as someone who likes to make their own decisions. As leader whose goal is to have strong employees, you can make good use of this technique.

The following questions are simple examples of how this might look in conversation:

• What have you done so far?
• What is your idea for a solution?
• How would you know that the measure was successful?
• What needs to happen for the situation to improve?
• When did you decide to assess the situation in this way?

If you were to come up with the absurd idea of deliberately blocking your employees' need for autonomy, create time pressure and dictate every detail to them. Tell them what to do and, above all, how to do it, and don't allow any backtalk. The striking phrase for this is: "Advice is also a blow."

I recognize in myself how my need for autonomy has developed more and more. I notice this in my growing aversion to well-meaning advice and tips. As a result, I shut down mentally. In short: the value of respect is becoming increasingly important to me. If you want to recognize and reach others in communication so that they feel truly understood and open to your ideas, then I cordially invite you to the leadership training course "The Power of Language" – there are still a few places left.

Parallel to Leading Simple

The basic need for autonomy is fully integrated into the Leading Simple management system.

The distinctionbetween "understanding without having to agree"is key when dealing with other people's values. The task of "Developing People" is central. It aims to develop employees so that they become independent and strong. Without autonomy, this is impossible. The leader themselves redundant. The four phases of leadership help you to orientate yourself as to where each of your employees currently stands.

With the"Redirect"tool, you can develop both the competence and commitment of your employees by asking questions based on the four development buttons: goals, self-confidence, knowledge, and experience.

The principle of consistent Result Orientation room for the "how." This allows employees to choose their own methods and focus on their strengths.

This is how people like to take responsibility

The result: employees to whom you can delegate more and more—and who want you to! Through these and many other points, you promote the principle of "responsibility ." What is evident here is a clear stance: Do you believe that people can and should make their own decisions? If the framework conditions are met (What needs to be done? How should it be done? Why should I do it?), people are happy to take responsibility! This must always be the focus.

This leader who are not only able to tolerate strong employees, but also to continuously develop themselves. This is where the demand for more "entrepreneurs within the company" becomes exciting . Are you prepared to work on yourself?

If you reallywant to delve deeply into the topic of autonomy in leadership, then use the Leading Simple© system in our online learning world. You will receive clear step-by-step instructions on how to take your personal integrity to the next level and improve your impact in the long term. If you work through this module consistently, we guarantee you will make a personal breakthrough in this context. (Simply click on the button to receive exclusive video material and practical workbooks.)