One of the things that makes us feel good at work, is the sense that we have some control over what we do.
In her recent book Lead Well, Paula Davis argues that chronic stress, burnout and employee disengagement have reached crisis levels in many organizations. After working with thousands of leaders, she identifies six core drivers of this problem. One of them is a lack of autonomy.
As she explains, people want the freedom to do their work without constant micromanagement. They want a say in how they achieve their goals and the route they take to complete tasks and projects. When that sense of control disappears, motivation and engagement begin to erode.
This insight reflects a broader finding in psychology. Self-Determination Theory, developed by Edward Deci and Richard Ryan, shows that autonomy is one of the fundamental drivers of intrinsic motivation. When individuals feel they have room to decide, experiment, and influence outcomes, work becomes energizing.
Perceived Control
In Icek Ajzen’s Theory of Planned Behavior, people’s behavior is influenced by three factors; our attitudes toward an action, the social norms around us and our perceived ability to carry out that action. In other words, people are far more likely to act when they believe they actually can act.
This idea becomes especially important during transformation initiatives. When a new strategy or change program is announced, many employees may privately agree that the change makes sense. They may even see colleagues expressing support. But this alone will not translate into participation.
What matters is whether people believe they have the ability to contribute in a meaningful way. If the transformation feels tightly controlled from the top, employees may simply conclude that their role is to comply. The change becomes something that is happening to them rather than something they are helping to create. At that point participation may slow down.
What’s Next?
Leaders can create momentum for change by allowing people to experience moments of real ownership. Leaders can create this by opening space for action. Invite teams to run small experiments, test ideas and contribute solutions connected to the transformation. Give people a role in shaping what happens next.
Just as important, leaders should make those contributions visible, so others can see that participation is possible. Because when people feel they have some control, even in small ways, they become more willing to participate.