The value of autonomy in promoting mental wellbeing and driving business success

Keywords: autonomy, mentalhealth, strategy, efficacy

Date: 24 September 2024, WorkLife Digital

The importance of autonomy is gaining recognition as a critical element in both employee wellbeing and organisational efficiency and innovation. Further to the recent controversial announcement about a mandatory 5-day return-to-office policy, Amazon CEO Andy Jassy has also announced plans to tackle inefficiency by reducing unnecessary layers of management and cutting back on redundant meetings. In a memo to employees, Jassy laid out a vision to flatten Amazon’s corporate structure and empower employees to "move fast without unnecessary processes, meetings, mechanisms, and layers", aiming to streamline decision-making processes and increase operational speed.

This move highlights the recognition that autonomy and the removal of bureaucratic barriers can play a key role in driving business success. By giving employees more control, and cutting down on excessive managerial micromanagement, companies like Amazon hope to create a culture of agility and innovation. Allowing teams to make faster decisions without waiting for multiple layers of approval not only accelerates progress but also instills a greater sense of ownership and accountability in employees.

Mental wellbeing through autonomy

In a win-win situation, autonomy fosters not only job performance but also mental health and employee engagement. The interplay between personal agency, responsibility, and trust forms a foundation for a more resilient and innovative workforce. When employees are given the power to choose how they approach tasks, and make decisions without constant oversight, they experience less stress and anxiety. This leads to improved mental health outcomes, which, in turn, boosts productivity and creativity.

Research from the Journal of Occupational Health Psychology has shown that job autonomy significantly reduces job strain and symptoms of burnout. The study indicated that workers with more control over their schedules and tasks report higher job satisfaction and fewer psychological problems, such as anxiety and depression. The underlying mechanism is simple: autonomy allows people to align their work with their strengths, preferences, and personal circumstances, which naturally reduces work-related stress.

Furthermore, self-determination theory (SDT), a well-established framework in psychology, explains the importance of autonomy in human motivation. According to SDT, autonomy is one of three basic psychological needs, along with competence and relatedness. When people feel they have control over their actions and decisions, they are more intrinsically motivated, which enhances their engagement and well-being.

Autonomy as a driver of business success

While autonomy is clearly beneficial for mental wellbeing, its importance extends to the operational success of businesses. Companies that foster autonomy see improvements in innovation, responsiveness, and overall productivity. Employees who have control over their work tend to be more proactive and solution-oriented because they feel a sense of ownership over their tasks. This sense of responsibility drives them to produce higher-quality work and think critically about how to solve problems.

Micromanagement can also stifle creativity and lower morale. A study by Gallup found that employees with a high degree of autonomy were 43% more engaged at work than those with low autonomy. Engagement, in turn, is strongly linked to business outcomes, including higher productivity, profitability, and customer satisfaction.

However the increase in autonomy must also be coupled with clear expectations of accountability. When employees are empowered to manage their schedules or decide how they will approach tasks, it’s important that they remain focused on core business objectives, including delivering on time, meeting KPIs, and maintaining high standards of customer service. This alignment ensures that autonomy doesn’t lead to chaos or inefficiency, but instead becomes a strategic tool to drive performance and innovation.

It's also crucial to pair increased autonomy with strategies that prevent excessive workloads. Autonomy can foster job performance, engagement, and mental well-being, but it must be implemented in a way that avoids overburdening employees.

Autonomy, trust, and collaboration

In autonomous workplaces, conflicts are less likely to arise because individuals are not competing for control or recognition. Instead, they are focused on fulfilling their roles to the best of their ability, knowing that their contributions are valued. This promotes a positive work culture where collaboration thrives, leading to better teamwork and more cohesive outcomes.

Studies also underscore the importance of autonomy in trust-building. They find that when managers allow employees more freedom in how they approach tasks, the employees not only feel more valued but also show increased trust in leadership. This two-way trust creates a virtuous cycle, where autonomy leads to better results, which in turn leads to greater trust from leadership.

The future of work is autonomous

Current data from the WorkLife Quotient (WL-Q) database shows that autonomy is a key mental health risk area among general team members. Managers can address this by encouraging staff to express opinions and develop solutions to challenges, rather than always mandating solutions. Additionally, empowering employees to set their own goals and take ownership of their professional development can foster both well-being and business success.

In today’s hybrid and remote working environments, autonomy is not just a nice-to-have feature—it is essential for maintaining a productive and resilient workforce. Whether in day-to-day operations or in long-term strategic goals, autonomy is proving to be one of the most valuable assets for organisations in the modern world.

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

Sparks, K., Faragher, B., & Cooper, C. L. (2001). Well-Being and Occupational Health in the 21st Century Workplace. Journal of Occupational and Organizational Psychology, 74, 489-509.

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.

Gallup (2020). State of the Global Workplace Report.