The Need for Autonomy among Managers

Harrell, Thomas W.; Alpert, Bernard

doi:10.2307/257779

Cited by 9 publications

(3 citation statements)

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“…For example, individuals promoted to more managerial roles should receive training, or simply think that they are expected, to rely more on their own judgment. Their need for autonomy and independence should also be more pronounced (the "I" and "me") (Harrell & Alpert, 1979). It follows that members of teams composed of such individuals will be more focused on themselves than will members of lower-level groups.…”

Section: Studying Ideator's Bias In Process Innovation Settingsmentioning

confidence: 99%

The Ideator’s Bias: How Identity-Induced Self-Efficacy Drives Overestimation in Employee-Driven Process Innovation

Fuchs

Sting

Schlickel³

et al. 2019

AMJ

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Grasping the true value of ideas is essential for corporate innovation success. When it comes to forecasting the value of one's own innovation ideas, however, people may err systematically. In this paper, we shed light on this ideator's bias, and examine when and why certain ideas are more prone to biased evaluations. Specifically, we argue that biased idea evaluations depend on the self-efficacy that ideators may derive from their specific role and social identity in the firm when generating a specific idea. We test our theoretical predictions of such a situation-specific perspective on overconfidence by using a corporate dataset on process innovations and their valuations. Furthermore, we triangulate our predicted mechanism and rule out alternative explanations through a series of additional interviews and four scenario-based experiments. Consistent with our situation-specific, identity-based account, we find that ideas from employees at a higher (vs. lower) organizational level, and from employees generating ideas in groups (vs. individually) are more prone to an ideator's bias. In doing so, our study helps explain when the ideator's bias prevails in a real-life organizational context, raises caution about some current proxies to identify high-potential ideas, and provides fresh insights to established theories around overconfidence and self-efficacy.For most of us, the tendency toward optimism is unavoidable. And it's unlikely that companies can, or would even want to, remove the organizational pressures that promote optimism. Still, optimism can, and should, be tempered. Simply understanding the sources of overoptimism can help planners challenge assumptions, bring in alternative perspectives, and in general take a balanced view of the future. Lovallo and Kahneman (2003: 61).

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Section: Studying Ideator's Bias In Process Innovation Settingsmentioning

confidence: 99%

The Ideator’s Bias: How Identity-Induced Self-Efficacy Drives Overestimation in Employee-Driven Process Innovation

Fuchs

Sting

Schlickel³

et al. 2019

AMJ

View full text Add to dashboard Cite

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“…Referring to autonomy, previous research argues that individuals differ in the extent to which they need autonomous conditions: individuals with certain personalities prefer, more than others, perceiving autonomous working conditions in which they can express their will (Harrell and Alpert, 1979;Langfred and Moye, 2004). The congruence between the extent to which individuals need autonomy and perceive autonomy generates a motivational effect that explains positive behavioural outcomes (Langfred and Moye, 2004;Orpen, 1985).…”

Section: Self-monitoring and Perceived Job Autonomymentioning

confidence: 99%

The Paradox of Authentic Selves and Chameleons: Self-monitoring, Perceived Job Autonomy and Contextual Performance

Bizzi

Soda

2011

British Journal of Management

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We investigate how self-monitoring combines with the degree of perceived job autonomy to affect contextual performance. We explore both a mediation model, built on theories on individual differences in the perception of job characteristics, and a moderation model, built on theories of the interaction between personality and perceived job situation. Empirical evidence suggests that self-monitoring and perceived job autonomy significantly predict contextual performance. In addition, an interesting paradox emerges: high self-monitors are likely to perceive higher job autonomy than low selfmonitors but appear to benefit less from perceiving high job autonomy than low selfmonitors. This paper provides a richer understanding of the controversial nature of the self-monitoring construct and offers a new specification of the combination between perceived situational and personality variables in the prediction of behavioural outcomes.

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“…Researchers have defined the Job autonomy concept as the quality of the job or work when employees feel of a fully independent state, freedom, self-directing, and having the right to determine their activities in their jobs (Gardell, 1977;Harrell & Alpert, 1979).…”

Section: Introductionmentioning

confidence: 99%

How does Job Autonomy Influence Teachers' Turnover Intention? Testing the Mediating Effects of Job Stress and Job Satisfaction

Elrayah,

Moustafa,

Hamid

et al. 2023

J. of Law and Sust. Develop.

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Objective: Providing employees full freedom at their jobs is considered an important part of effective job design. Human resources professionals and job analysis specialists should focus deeply on the impact of job autonomy on different job behaviors like stress, satisfaction, and turnover rate. Therefore, this empirical study tries to highlight the impact of job autonomy on teachers' stress, satisfaction, and turnover intention among employees that working in the education sector. Methods: The study uses a quantitative research method depending on an international database. Data for this research was gathered from the survey conducted by the Organization for Economic Co-operation and Development (OECD). Data for this research was collected through the Teaching and Learning International Survey (TALIS). TALIS surveyed more than 15980 teachers in the educational sector in 50 countries and economies. The main goal of the annual surveys is to assess the level of satisfaction among educational employees. Results: Data variables were analyzed by Pearson Correlations, regressions analysis, and mediation analysis – through SPSS version 24 and JAMOVI advanced mediation models. Some of the findings of this study show negative correlations between job autonomy and job stress (r = -.041, P<0.05), and job autonomy and turnover intention (r = -.043, P<0.05). The findings also found positive correlations between job Autonomy and job satisfaction (r =.018, P<0.01). The study also finds that job stress and job satisfaction mediated the relationship between job autonomy and turnover intention indirectly (β =.196, .141 respectively, p-values< 0.001). Conclusions: The findings of this study help the decision makers at the educational institution to think deeply about the effective strategies which help to improve the level of job autonomy, improve the level of job satisfaction, and reduce the factors that are responsible for job stress to improve the retention rate and reduce turnover intention.

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The Need for Autonomy among Managers

Cited by 9 publications

References 0 publications

The Ideator’s Bias: How Identity-Induced Self-Efficacy Drives Overestimation in Employee-Driven Process Innovation

The Ideator’s Bias: How Identity-Induced Self-Efficacy Drives Overestimation in Employee-Driven Process Innovation

The Paradox of Authentic Selves and Chameleons: Self-monitoring, Perceived Job Autonomy and Contextual Performance

How does Job Autonomy Influence Teachers' Turnover Intention? Testing the Mediating Effects of Job Stress and Job Satisfaction

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