Autonomy-supportive agents: whose support matters most, and how does it unfold in the workplace?

Abstract

Managers and colleagues satisfy others’ need for autonomy, but employees can also satisfy their own need by engaging in autonomy crafting practices. Although all three sources of autonomy support can benefit employee outcomes, they may not be equally beneficial. Furthermore, their benefits may not be straightforward, but rather a psychological process unfolding. To test these assumptions, the aim of the present study was twofold: to determine whether the different sources of support explained significantly different amounts of variance in autonomy satisfaction when compared and to understand the psychological process through which autonomy support from three sources influenced performance, more specifically, whether autonomy support indirectly affected performance through perceived autonomy satisfaction and work engagement in serial. In a sample of 278 employees, autonomy support from others (especially managers) and autonomy crafting played a role in autonomy satisfaction. Furthermore, the results indicated that autonomy support was associated with performance through its serial associations with autonomy satisfaction and work engagement. The results emphasized the importance of autonomy support for performance, enabling organizations to proactively design interventions to improve engagement and performance.