The Paradox of Independence; 5 ways employee autonomy enhances team interdependence and performance
The modern workplace is experiencing a shift toward greater employee independence and a greater degree of personalisation (or ‘workstyle’ as we call it). As organisations adopt more progressive working models and empower employees with more decision-making authority, individuals gain more autonomy in their roles. Paradoxically - and perhaps contrary to what you might intuitively expect - this increased independence does not lead to isolation but instead actually strengthens team interdependence, ultimately enhancing overall team performance.
Let us go full-geek on this for a moment to explain some research that underpins this link between worker autonomy and individual performance, with improved interconnectedness of teams:
1. Enhanced Motivation and Job Satisfaction
According to Self-Determination Theory (Deci & Ryan, 2000), autonomy is a fundamental psychological need that fosters motivation and engagement. Employees who have more control over their tasks and decision-making exhibit higher levels of job satisfaction, leading to improved performance.
2. Greater Accountability and Ownership
Research by Spreitzer et al. (1997) suggests that empowered employees take greater ownership of their work, leading to increased responsibility and higher-quality output. This ownership mindset fosters a proactive work ethic, minimises reliance on micromanagement and creates higher performing teams.
3. Increased Creativity and Problem-Solving Skills
A study by Amabile et al. (2004) found that workplace autonomy significantly boosts creativity and innovation. When employees are free to experiment and make decisions, they develop more effective solutions, benefiting both individual and team performance.
4. Strengthened Collaboration and Knowledge Sharing
Increased individual independence necessitates better communication and collaboration among team members. Edmondson’s (1999) research on psychological safety highlights that teams with autonomous members engage in more frequent knowledge-sharing behaviors, improving overall team effectiveness.
5. Improved Adaptability and Agility
Modern organisations thrive on adaptability, and teams composed of independent yet interdependent workers are more agile in responding to challenges. Research by Mathieu et al. (2008) shows that high-performing teams exhibit both strong individual autonomy and high levels of coordination, allowing for faster decision-making and execution.
The shift toward worker independence and the personalisation of work is sometimes met with nervousness or scepticism. But in reality, if implemented correctly and underpinned with the right skills, behaviours and communication frameworks, independent approaches to work such as workstyle do not lead to fragmentation; rather, they cultivate an environment where employees are both self-sufficient and deeply interconnected. By enhancing motivation, accountability, creativity, collaboration, and adaptability, increased autonomy translates into superior team performance. Organisations that recognise and nurture this paradoxical relationship will create resilient, high-functioning teams poised for success that in turn will translate into better business performance for the organisations who invest in it.
Let us know your thoughts and questions at hello@WorkstyleRevolution.com
References
- Deci, E. L., & Ryan, R. M. (2000). "The ‘what’ and ‘why’ of goal pursuits: Human needs and the self-determination of behavior." Psychological Inquiry, 11(4), 227-268.
- Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). "A dimensional analysis of the relationship between psychological empowerment and effectiveness." Journal of Management, 23(5), 679-704.
- Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (2004). "Assessing the work environment for creativity." Academy of Management Journal, 39(5), 1154-1184.
- Edmondson, A. (1999). "Psychological safety and learning behavior in work teams." Administrative Science Quarterly, 44(2), 350-383.
- Mathieu, J. E., Maynard, M. T., Rapp, T., & Gilson, L. (2008). "Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future." Journal of Management, 34(3), 410-476.
