Evidence-based Leadership Styles for managers who really want to motivate

Edward L. Deci and Richard M. Ryan state in their 'self-determination theory' that managers usually (mostly unconsciously) think about motivation as a amount. What matters, however, is not whether someone has much or little motivation, but what type of motivation someone experiences. There is a distinction between 'controlled motivation' and 'autonomous motivation'. Extrinsic motivators in the form of 'the carrot or the stick' (a bonus or a form of coercion) lead to 'controlled motivation': doing something because you feel pressure to do it. Experimental research (Deci et al.) has shown that these forms of extrinsic motivators are counterproductive. Ze verdringen het gevoel dat je de dingen doet omdat je ervoor kiest en zorgen ervoor dat je minder plezier ervaart in de werkzaamheid zelf. De verminderde intrinsieke motivatie leidt ertoe dat zowel werkprestaties (vooral kwaliteit op langere termijn) als werkgeluk afnemen. Gecontroleerd gemotiveerde mensen zijn minder creatief en vertonen vaker onwenselijk gedrag, zoals korte termijn denken of minder integer gedrag.[spacer height=”28px”]

Autonomy, Connectedness and Competence

Deci and Ryan (and many other researchers after them) have shown that autonomous motivation follows when people can make their own choices and influence processes or decisions that affect them (Autonomy), feeling accepted and appreciated by the group one is in (verBand they see in front of them which behaviors are instrumental in achieving goals (Competent). This is also called the ABC van motivatie genoemd. Onderaan de streep bereiken zowel mens als organisatie hun maximale potentie eerder wanneer aan deze psychologische basisbehoeften wordt voldaan.[spacer height=”28px”]

Leaders Autonomy Support (LAS)

The personal style of the manager, although certainly not the only factor, has a significant influence on the degree to which basic psychological needs are met. There are many theories and models of leadership styles, such as situational leadership and servant leadership. Some with more scientific support than others. However, research into self-determination theory and leadership has clearly revealed which styles undermine autonomous motivation and which support it. The latter styles are also referred to as LAS: Leader Autonomy Support. LAS wordt gekenmerkt door leiders die interesse tonen in de perspectieven van hun medewerkers, keuzemogelijkheden bieden en input vragen, zelfinitiatie aanmoedigen en het gebruik van externe beloningen of sancties vermijden om gedrag te motiveren.[spacer height=”28px”]

Behavioral Competencies for Motivational Leadership

Wij hebben de evidence-based autonomie ondersteunende stijlen uitgewerkt naar concreet en waarneembare gedragscompetenties voor leidinggevenden. Geschikt voor coaching, training en assessment. [spacer height=”20px”]