The critical role of autonomy in workplace wellbeing

Keywords: autonomy, control, accountability, mentalhealth, leadership, transformation

Date: 2 May 2025, WorkLife Digital

Humans are intrinsically motivated by a desire for control over their environment and decisions. When people feel powerless or micromanaged, research consistently shows a decline in mental wellbeing, engagement, and even physical health. A loss of control can lead to feelings of helplessness, depression, and increased stress, while a sense of autonomy is associated with higher self-esteem, confidence, and proactive behaviour.

Classic studies have demonstrated the profound impact of perceived control. For example, when residents in a care home were given responsibility for simple decisions -like caring for a plant or choosing their daily activities - they experienced better health outcomes and lower mortality compared to those with less control. This principle extends far beyond healthcare: in every context, including the workplace, autonomy is a vital ingredient for psychological resilience and satisfaction.

Autonomy in the workplace: Evidence and impact

Recent research from the London School of Economics (LSE) shows that traditional workplace wellbeing initiatives - like meditation apps or free lunches - are far less effective than giving employees real autonomy over their work. In interviews with employees across banking, finance, and professional services, over half highlighted the benefits of having decision-making power over how, when, and where they worked. Autonomy allowed them to be both productive and to enhance their own wellbeing. Conversely, rigid job demands and lack of flexibility were major contributors to mental and physical health problems.

Additional studies reinforce these findings:

Autonomy is linked to lower burnout and higher job satisfaction. Employees who can make decisions about their tasks and schedules are less likely to experience absenteeism and more likely to remain engaged and loyal to their organisations.

A high sense of control protects against anxiety and depression. When individuals feel empowered to influence their work and environment, they are better equipped to manage stress and maintain psychological health.

Autonomy-supportive leadership boosts trust, engagement, and adaptability. Teams led by managers who encourage independent thinking and value employee input report higher job satisfaction, stronger commitment, and greater openness to change.

The importance of accountability

While autonomy is essential, it must be balanced with accountability. Without accountability, autonomy can lead to misalignment, missed deadlines, and inconsistent results. Employees may enjoy the freedom but struggle to deliver on expectations if there is no system in place to measure and guide their performance.

Accountability provides clarity about what success looks like, how it will be measured, and what the consequences are if expectations are not met. This clarity enables employees to take informed risks, innovate, and pursue their goals - knowing they are responsible for outcomes as well as actions.

Practical strategies for managers and leaders

To harness the benefits of autonomy and control, managers and leaders should intentionally design work environments that empower employees while maintaining accountability and alignment with organisational goals. Here are actionable strategies:

Empower decision-making authority: Allow employees to make choices about how they approach their work. This could mean letting them select project methods, manage their own workloads, or have a say in team decisions.

Prioritise performance outcomes over process: Set clear goals and expectations, then give employees the autonomy to determine how to achieve them. Provide regular feedback and support, but avoid micromanagement.

Foster a culture of trust and open communication: Encourage open dialogue about needs, challenges, and ideas. Recognise and celebrate autonomy-driven achievements to reinforce the value of independence.

Support internal mobility and career development: Enable employees to explore different roles and projects within the organisation, giving them control over their career paths.

Provide training for autonomy: Equip both managers and employees with skills in decision-making, time management, and creative problem-solving to ensure autonomy leads to positive outcomes.

Rethinking wellbeing strategies: From perks to empowerment

The latest research urges organisations to shift focus from superficial wellbeing perks to structural changes that minimise sources of "ill-being" such as bullying, burnout, and lack of flexibility, and maximise opportunities for autonomy and psychological safety. Leaders should see themselves not as caretakers of employee happiness, but as architects of an environment where employees have the freedom, trust, and resources to pursue their own wellbeing in ways that suit them best.

Balancing autonomy and accountability is not just good management - it is a wellbeing imperative. When employees have control over their work and are trusted to deliver, they experience higher job satisfaction, lower stress, and greater psychological safety. At the same time, meaningful accountability ensures that this freedom translates into results, innovation, and organisational success

Measure your own personal levels of autonomy here and identify whether it contributes to your mental health risk areas.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

Keeton CP, Perry-Jenkins M, Sayer AG. Sense of control predicts depressive and anxious symptoms across the transition to parenthood. J Fam Psychol. 2008 Apr

https://pmc.ncbi.nlm.nih.gov/articles/PMC2834184/

Y. Blavo, G. Lordan and J. Virhia. The Beyond Workplace Wellbeing Framework: A New Framework for the Organisation of Work to Cultivate Wellbeing and Productivity in the Workplace 2023

https://osf.io/preprints/psyarxiv/53k6b/