Slemp, Kern & Patrick (2018) – Leader autonomy support in the workplace: A meta-analytic review
View the publicationShort summary
The meta-analysis integrates multiple studies on autonomy-supportive leadership. The authors analyze how leaders influence employee motivation and well-being through providing choice, taking the employee's perspective, and displaying non-controlling behavior.
Methodology
Meta-analysis of empirical studies within work contexts that measure autonomy-supportive leadership.
Key findings
Autonomy-supportive leadership is consistently associated with higher autonomous motivation, greater engagement, and better psychological well-being. Controlling leadership shows negative relationships with motivation quality.
Practical implication for leadership
Leaders primarily influence motivation through relational and contextual cues, not through pressure or control. Autonomy support proves to be a robust predictor of sustained engagement.
Meaning of INR
This meta-analysis supports the finding within the INR framework that leaders’ behavior directly contributes to employees’ perceived context. Within the Narrative framework, support for autonomy means that employees are more likely to interpret their behavior as self-chosen and meaningful, which influences their personal narrative and identity formation.