Looking back across the decades of my professional journey, if I were to isolate the single most effective factor that enhanced my performance—it would be this: having a sense of control over my work. Not titles. Not perks. Not even compensation.
This isn’t just a personal observation, it’s backed by research in psychology and organizational behavior. In the words of Daniel Pink, bestselling author of 'Drive,'
"Autonomy—the desire to direct our own lives—is one of the three essential elements of true motivation, along with mastery and purpose."
When I worked in organizations that empowered me with the authority to solve problems, take decisions, and design my own path to results, I felt deeply connected to my work. I wasn’t just working in the system, I was working on it. I owned outcomes. I took pride in every success, and responsibility for every setback. It was in these roles that I delivered my best performance.
In stark contrast, I’ve also experienced the other end of the spectrum: years in an organization where, despite being accountable for results, I had no real control over the process. Every step needed approval. Every idea faced resistance. Over time, enthusiasm gave way to resignation. As Stephen Covey said in The 7 Habits of Highly Effective People:
“Accountability without control is not empowerment—it’s abuse.”
It taught me a critical leadership lesson: when you remove control from capable hands, you don’t just stifle creativity but dilute commitment. People disengage not because they lack competence, but because they lack ownership.
This aligns with what Edward Deci, a pioneer of Self-Determination Theory, wrote:
“When people are controlled, they tend to lose initiative and become alienated; when autonomous, they experience ownership and responsibility.”
In today’s fast-changing business world, building a culture of self-leadership is not optional—it’s essential. Leadership must go beyond traditional command-and-control models and adopt what I call a "trust-and-empower" framework.
Give people the tools. Give them clarity. Then give them control.
“Control is not about micromanaging people. It’s about giving them the freedom to take charge and the confidence that you trust their judgment.” – Anonymous
When leaders delegate authority with intention, magic happens. Engagement soars. Innovation flourishes. Teams become resilient, not just compliant.
Give them the Power of Control and watch the wonders unfold. I’ve lived it, and I can tell you this much: when people feel truly in control of their work, they don’t just perform better—they transform the workplace.
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Those traditional thoughts must have disappeared.It is not holding on to position,but holding on to business is the need.Really positions need to be earned and not placed.Well said,a clever management will do what is written in the article
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