Autonomy is a fundamental psychological driver that gives us the freedom to choose, act, and take ownership of our decisions. In the book Why We Do What We Do by Edward Deci and Richard Flaste, the authors explore how autonomy contributes to motivation, engagement, and long-term performance. As leaders, we have a unique opportunity—and responsibility—to create environments where our employees can experience autonomy, not only for their well-being but to foster innovation, results, and organizational progress.
Why is autonomy so important?
Deci and Flaste describe autonomy as one of the three basic needs in Self-Determination Theory (SDT), alongside competence and relatedness. Autonomy isn’t about working in isolation but feeling free to align one’s actions with personal values and goals.
When people experience autonomy, they become more intrinsically motivated. Intrinsic motivation is about engaging in activities because they are inherently interesting or satisfying. For example, solving a challenging problem out of curiosity or learning something new because it fosters growth and mastery. Extrinsic motivation, on the other hand, is driven by external rewards or pressures, such as salary, bonuses, status, or fear of punishment.
Research shows that intrinsic motivation is often more effective than extrinsic motivation, particularly when the goal is to promote creativity, engagement, and sustained performance. Acting on intrinsic drives fosters a deeper connection to our work, providing a sense of freedom and purpose. While extrinsic motivation can be helpful in certain contexts—like setting expectations or rewarding short-term achievements—it has limitations: When external incentives disappear, so does the motivation.
For leaders, this means going beyond offering external rewards. We must facilitate work that engages on a deeper level. Instead of focusing solely on bonuses, for instance, we can design tasks that align with individuals’ strengths and interests. This creates a drive rooted not in external pressure but in a sense of autonomy and competence, fostering the kind of motivation that builds resilient, high-performing teams.
Employees with a strong sense of autonomy are more likely to take responsibility, show initiative, and find creative solutions to challenges. Without autonomy, however, we risk apathy, resistance, or superficial participation.
The barriers to autonomy
Many organizations struggle with the fear of “letting go” of control. We crave predictability and accountability, and in the pursuit of these, it’s easy to fall into the trap of micromanagement. But this approach can do more harm than good. When leaders control every detail, they strip teams of the chance to grow and develop.
We must be clear about our goals but flexible in how we achieve them.
Autonomy, however, is not synonymous with unlimited freedom. Deci and Flaste argue that experiencing autonomy doesn’t mean the absence of structure. Clear boundaries and goals are necessary to provide direction. The key lies in how we implement these structures: Are they imposed from above, or developed collaboratively with the team?
How to foster autonomy in your organization
Involvement
Involvement means giving people a voice and recognizing the insights they bring to the table. This could include involving them in strategic discussions, seeking input before decisions are made, and encouraging daily idea-sharing. According to Deci and Flaste, even small choices—like deciding how a task is completed—can create a strong sense of autonomy. For example, start quarterly meetings with a workshop where the team identifies challenges and suggests solutions, or use regular one-on-one meetings to explore how tasks can better align with employees’ strengths and interests.
Meaningful choices
Another key to autonomy is offering options. This can be as simple as allowing the team to choose which projects they want to take ownership of or how they structure their workday. Options signal trust in their judgment and competence. Let team members select the methods that work best for them, as long as they align with organizational goals, and create “decision spaces” in larger projects where the team can tailor implementation.
Personal development and competence
Autonomy works best when combined with a sense of mastery. To foster independence, we must also invest in building skills. When employees feel equipped with the tools and knowledge to succeed, they are more likely to take initiative. Offer regular training and resources to strengthen individual competencies, and encourage “stretch goals”—challenging but achievable tasks that promote growth.
Recognition and support
To sustain autonomy, teams need emotional support. Acknowledge successes, remain available for guidance, and ensure employees know their efforts matter. Provide specific feedback that highlights how individual decisions contribute to outcomes. Take time to understand personal goals and find ways the organization can support them.
TL;DR
Autonomy is a critical component in fostering motivation and engagement. By prioritizing autonomy, we don’t just create a better work environment—we strengthen the organization’s ability to innovate and deliver results. Autonomy is about empowering employees to shine on their terms, ultimately achieving better outcomes.
