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Autonomy supportive leadership: a new framework for understanding effective leadership through self-determination theory

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  • Zakaria Hocine
  • Jian Zhang

Abstract

The last two decades have witnessed something of an explosion of interest in leadership and autonomy support to implement organisational change and effectiveness. Through the literature review and various research articles, the paper aims to impact knowledge on the present leadership practice, change management in organisations and how it can be improved. However, little is known about the mechanisms of effects of autonomy-supportive leadership on followers' positive outcomes, and effectiveness. This paper seeks to introduce autonomy-supportive leadership: a new framework for understanding effective leadership through self-determination theory to identify what leaders should do-what style/approach should they use to foster followers positive outcomes. Findings suggest autonomy support as a target to followers' perceived autonomy support, basic psychological needs satisfaction, and autonomous motivation to play a crucial role respectively with self-determination theory orientations in the leadership process leading to followers' creative performance. Therefore, this paper was able to provide an important framework for this study and discussed autonomy-supportive leadership outcomes and effectiveness, as well as some implications for leaders.

Suggested Citation

  • Zakaria Hocine & Jian Zhang, 2014. "Autonomy supportive leadership: a new framework for understanding effective leadership through self-determination theory," International Journal of Information Systems and Change Management, Inderscience Enterprises Ltd, vol. 7(2), pages 135-149.
    • Handle: RePEc:ids:ijiscm:v:7:y:2014:i:2:p:135-149
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