Self-determination in a work organization.

Abstract

Research testing self-determination theory was discussed in terms of recent work on intrinsic moti-vation, participative management, and leadership. On three occasions, managers ' interpersonal ori-entations—toward supporting subordinates ' self-determination versus controlling their behavior— were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers ' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates ' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers ' orientations, though a less conclusive radia-tion to subordinates. To be self-determining means to experience a sense of choice in initiating and regulating one's own actions. Recent research linking self-determination to, enhanced creativity (Amabile, 1983), conceptual learning (Benware & Deci, 1984), self-es-teem (Deci, Schwartz, Sheinman, & Ryan, 1981), and general

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   Whitener, Ellen M., Brodt, Susan E., Korsgaard, M. Audrey, Werner, Jon M. · 1998 · The Academy of Management Review
5. EMPLOYEE CREATIVITY: PERSONAL AND CONTEXTUAL FACTORS AT WORK.
   Oldham, G. R., Cummings, A. · 1996 · Academy of Management Journal

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