![]() ![]() When these five needs are met, and there is a high level of trust, employees are more likely to take a self-directed approach, leading to the behaviors leaders crave – higher levels of discretionary effort, more initiative, and greater commitment.Īn Australian hotel used the Employee Passion Survey to identify how they could create a work culture that supported the development and retention of self-directed employees. The Employee Passion Survey measures two aspects critical to developing engaged, self-directed employees: How well employees feel like their five intrinsic needs listed above are being met, and their level of trust in their manager and the organization. In other words, if leaders want self-directed employees, they need to start by looking inwardly at their behavior, leadership approach, and the workplace culture they are creating. When these needs are met, people are more likely to have an internal locus of control, and will become the passionate, committed, action-oriented employees that a leader wants. All employees have five basic needs that must be met in the workplace: When leaders tell me they want more from their employees, what they’re really saying is, “I want my employees to be more self-directed.” The real question is: how can leaders create a culture that fosters self-directed employees?Īs I’ve said before, engagement isn’t enough. Let’s jump back to what leaders want as referenced in the beginning of this article. ![]() In contrast, other directed employees lack a sense of responsibility and therefore often feel like a victim or actively look for ways to increase the feeling of autonomy through seeking revenge. Their sense of autonomy leads to greater commitment and initiative. Self-directed employees feel they are in control of their destiny and that their actions are based on choices, while other-directed employees feel that someone else is in control of their daily actions.īecause self-directed employees believe they have a choice they take responsibility for their actions and they take accountability for the outcomes of these actions. They refer to this behavior as self-directed or other-directed. Trust Insights Assessments took this idea and applied it to leadership and employee behaviors. Those with an internal locus of control believe that their own abilities and choices create outcomes, while people with an external locus of control attribute success and failure to circumstances beyond their control. In psychology, there is a concept called locus of control that focuses on a person’s belief system regarding how experiences factor into success or failure. ![]()
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