Gagné & Deci (2005) – Self-Determination Theory and work motivation
View the publicationShort summary
The article describes how different forms of motivation function within organizations, ranging from controlled to autonomous motivation. The authors demonstrate that social context, leadership, and HR practices influence motivation quality through need support.
Methodology
Theoretical overview based on empirical research within a work and organizational context.
Key findings
Autonomous motivation is related to higher job satisfaction, better performance, less burnout, and more engagement. Controlled motivation is less sustainable and more often related to stress and exhaustion.
Practical implication for leadership
Leadership that supports autonomy, provides clear structure, and fosters relational connection promotes sustainable motivation and better organizational outcomes.
Meaning of INR
Within the INR framework, this publication supports the premise that the social context directly influences the quality of motivation. From the narrative perspective, this means that prolonged exposure to contexts that support one’s needs positively influences the self-narrative surrounding competence, freedom of choice, and connectedness.