Theory

The common understanding of motivation is that it varies by amount, and one can have have lots of motivation or little motivation. Those in one up positions (Deci, 1995), such as coaches and employers, want us to always have more motivation. The problem is that often the quality of motivation diminishes when those in charge use controlling, rather that autonomy-supportive techniques. They pressure, demand, cajole, coerce, and seduce us to behave in ways that benefit them, undermining a more genuine or intrinsic form of motivation. A body of research (Deci & Ryan, 2017) has shown that micromanaging employees, merit pay, sales quotas, and competition have an undermining effect on intrinsic motivation. Conversely, providing employees choice, trusting them to act as professionals, and supporting creativity and risk-taking behaviors represent autonomy-supportive approaches. Self-determination theory (SDT) is a meta-theory of motivation that explains the internalization of extrinsic goals. Improved organizational commitment, extra effort, and employee retention make SDT-based interventions appealing and cost-effective. 

To operationalize self-determination theory and collective efficacy in work organizations, employees, managers, and executive leaders must exhibit mutual trust. Managers often perform controlling leadership practices because of lack of trust in employees. Similarly, employees lose trust when their managers and executives do not seem to have their best interests at heart. Trust is positively associated with self-determination, collective efficacy, organizational commitment, and organizational citizenship behaviors. Within the Ahart Model, trust is both an outcome and a lever of change, encompassing involvement, fairness, communication, and ethical behavior.

Collective efficacy represents the shared belief of individuals within an organization that they can effectively overcome challenges. Drawing on research from collective teacher efficacy (Donohoo, 2017), we leverage this theory to ensure optimal performance and within work organizations. Collective efficacy is fostered by mastery experience, vicarious experience, verbal persuasion, and affective states, all of which can be influenced by leadership practices. Malleable antecedents of collective efficacy include employee empowerment, reflective practices, goal consensus, cohesive knowledge, and autonomy-supportive leadership. In addition to being a driver of performance, collective efficacy fosters organizational citizenship behaviors (extra effort).