Research insights · Delegation & decisions
A place to begin
Deci and colleagues’ review of self-determination theory at work examines the needs for autonomy, competence and relatedness, autonomous motivation, well-being and high-quality performance. It distinguishes pressure-driven motivation from acting with an internalized sense of meaning.
Explore autonomy without leaving the person alone
When exploring autonomy here, ask about choice, understanding the reason for the work, and having a voice. Organizational goals and necessary standards can be part of the same conversation as the person’s perspective. Begin by discovering how those things fit together for them.
When you say, “Please take care of this,” what do they hear? It may sound like welcome room to decide or a responsibility they must carry without help. You cannot know which experience you have created until you ask.
Listen to readiness for one person and one task
The same person may need different support with familiar work and a new responsibility. Ask what they already do well, which decisions are new and what feels uncertain. Keep the discussion close to the task rather than labeling their overall capability.
You might ask what they could decide independently alongside when your help would be useful. If their answer differs from your expectation, explore the difference. It can reveal a question worth understanding before you change the scope of responsibility.
Connect four agreements with the person’s understanding
Discuss the desired outcome, the scope of independent decisions, conditions for asking for help and a review point. Then invite the colleague to describe the agreement in their own words. This helps both people hear where their understanding meets.
Include access to information, resources and other departments. Ask whether the opportunity comes with workable support, and whether your support still leaves room for the person’s own thinking. What looks helpful from one side may feel different from the other.
Hear growth and contribution in their language
What you call a growth opportunity may mean something else to the person. Ask what interests them, which strengths they would like to use and what feels burdensome. A conversation about team needs can still leave room for their wishes.
At review, ask about a judgment they experienced for the first time as well as the outcome. Share a specific strength or contribution you noticed in an action. Describe the scene rather than deciding who the person is.
Look at organizational conditions with HR
Are leaders encouraged to delegate while still being required to approve every exception? Explore whether roles, authority and appraisal expectations fit the agreement being made. Consider whether colleagues can access information needed to act within that scope.
This week, revisit one decision boundary or support agreement. Notice what became clearer to the colleague, what new question they asked and how your own involvement changed. Let what you both learn shape the next step, rather than seeking the highest possible delegation level.
Connecting the research with coaching
One application to delegation is to ask what the person can choose, what they can learn and how they experience support and connection. The lens opens a conversation with the person receiving responsibility.
What to keep in view
This is a review of work-motivation theory and research. The delegation questions are a practical interpretation, not evidence validating a particular ladder, script or promised performance outcome.
Original research and source
Edward L. Deci, Anja H. Olafsen & Richard M. Ryan (2017). Self-Determination Theory in Work Organizations: The State of a Science.
Read the primary research record ↗Questions about this topic
Does autonomy require lower standards?
No. Clarify the needed outcome and standards while discussing choices and hearing the person’s perspective within them.
What if the person finds delegation burdensome?
Explore the support, information, experience and decision scope needed for this task, then choose a workable next step together.
Must HR measure all three needs?
This reflection uses them as a conversational lens. It does not introduce a diagnostic or appraisal instrument.