{"id":1801,"date":"2022-09-15T20:02:09","date_gmt":"2022-09-16T03:02:09","guid":{"rendered":"http:\/\/www.rhonaberens.com\/dev\/?p=1801"},"modified":"2022-09-15T21:11:32","modified_gmt":"2022-09-16T04:11:32","slug":"resiliency-self-determination-theory-and-leadership","status":"publish","type":"post","link":"https:\/\/www.rhonaberens.com\/dev\/posts\/resiliency-self-determination-theory-and-leadership\/","title":{"rendered":"Resiliency, self-determination theory, and leadership"},"content":{"rendered":"\t\t
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Almost forty years ago, social scientists Richard Ryan and Edward Reci first published their cross-cultural findings on what they dubbed Self-Determination Theory (SDT), a theory that looks at both the external and internal factors that contribute to motivation. They were especially interested in intrinsic motivators\u2014what they dubbed three core human needs\u2014the \u201cwhy\u201d of behavior that inspires people to self-initiate actions of one sort or another.<\/p>

A couple of decades later a California-based educational researcher named Bonnie Benard published Resilience<\/em>, a book that highlights the primary ingredients that contribute to young people\u2019s ability to bounce back from adversity. She referred to them as three protective factors.<\/p>

What does research on young people\u2019s ability to overcome adversity and a theory about core human needs have to do with leadership? More\u2014much more\u2014than you might think. In either a stunning display of coincidence or an important alignment between two different fields, Ryan & Deci\u2019s work in combination with Benard\u2019s offers one lens through which to better comprehend what helps most people thrive. Specifically, I believe that the consonance between their findings provides leaders\u2014and organizations as a whole\u2014guidance on how to motivate teams, and how to keep employees engaged. \u00a0<\/p>

While not a one-to-one match, SDT\u2019s core human needs (on the left below) align remarkably well with Benard\u2019s protective factors (on the right):<\/p>

Relatedness <-><\/strong> Caring Relationships<\/p>

Competence <-><\/strong> High Expectation Messages<\/p>

Autonomy <-><\/strong> Meaningful participation and contribution<\/p>

Relatedness refers to a sense of belonging, the belief that others understand and accept you. Like caring relationships, relatedness is an antidote to isolation and an ingredient for building community and collaboration. Competence centers on the belief that you are capable, that your efforts\u2014and therefore you\u2014are good enough, up for the task at hand. High expectation messages comprise communication from those around you\u2014in verbal, written, and sometimes nonverbal form, e.g., a thumbs-up\u2014that they believe you are competent, that you have the inner resources and wherewithal to achieve what you set out to do. Autonomy means you are empowered to make your own decisions, while meaningful participation and contributions refer to your sense of agency, to being included in and having direct impact on activities that affect you and your life. (Interestingly, Ryan and Deci\u2019s research showed a correlation between less autonomy and higher rates of anxiety and depression.) The paradoxical nature of two of the core human needs is noteworthy: Being in relationship with others coexists with autonomy.<\/p>

How might this translate to the workplace and leadership in particular?<\/p>

Viewed in combination, these concepts provide a conceptual framework within which to investigate and potentially resolve any number of performance issues and challenges in teamwork, as well as a means of addressing employee satisfaction, and refining communication protocols and some organizational processes and procedures.<\/p>

As part of a strengths- and asset-based approach to leadership, the core human needs and protective factors suggest the importance of:<\/p>