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—what they dubbed three core human needs—the “why” of behavior that inspires people to self-initiate actions of one sort or another.
A couple of decades later a California-based educational researcher named Bonnie Benard published Resilience, a book that highlights the primary ingredients that contribute to young people’s ability to bounce back from adversity. She referred to them as three protective factors.
What does research on young people’s ability to overcome adversity and a theory about core human needs have to do with leadership? More—much more—than you might think. In either a stunning display of coincidence or an important alignment between two different fields, Ryan & Deci’s work in combination with Benard’s offers one lens through which to better comprehend what helps most people thrive. Specifically, I believe that the consonance between their findings provides leaders—and organizations as a whole—guidance on how to motivate teams, and how to keep employees engaged.
While not a one-to-one match, SDT’s core human needs (on the left below) align remarkably well with Benard’s protective factors (on the right):
Relatedness <-> Caring Relationships
Competence <-> High Expectation Messages
Autonomy <-> Meaningful participation and contribution
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—and therefore you—are good enough, up for the task at hand. High expectation messages comprise communication from those around you—in verbal, written, and sometimes nonverbal form, e.g., a thumbs-up—that 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’s 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.
How might this translate to the workplace and leadership in particular?
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.
As part of a strengths- and asset-based approach to leadership, the core human needs and protective factors suggest the importance of:
- Facilitating both connection and independence among team members.
- Communicating to staff about competencies, both in response to their wins, as well as mistakes. This approach aligns with a growth mindset.
- Providing employees with opportunities to work independently and to have some degree of agency in designing and/or implementing their projects/work.
None of this means letting performance issues and poor communication slide. It means that the SDT and resiliency factors might well contribute to better performance and more productive communication. It also might mean that challenges with individuals or teams could be remedied or, at the very least, eased if these concepts were considered at more closely.
For example, disruptions to team productivity might be dealt with more effectively and efficiently if you’re aware of the importance of relatedness/caring relationships. Seen through that lens, a decrease in productivity might lead you to discover an unresolved conflict between two team members. Prioritizing conflict resolution could, in this instance, have a twofold effect by both improving team performance and enhancing motivation, resilience and overall employment satisfaction in the team members in question.
These six inter-related factors could also be shared with your team to enhance their understanding of their own sense of fulfillment in the workplace and with a view to enlisting their meaningful participation and contribution in improving their performance and teamwork. The same may also be true for you as well: If you’re struggling with satisfaction at work, you too can review these factors in case one or more might benefit from refinement or improvement.
Relatedness <-> Caring Relationships
Competence <-> High Expectation Messages
Autonomy <-> Meaningful participation and contribution
No matter how you opt to use the three core human needs and three protective factors for resiliency, adding them to your leadership toolkit is sure to provide new insights and better outcomes.
Rhona Berens, PhD, CPC
Rhona is a Professional Individual & Relationship Coach who works with Leaders, Parents, Co-Parents, Couples, and Business Partners to increase relationship fulfillment and effectiveness in personal and professional Relationship Systems.
In addition to her work as a compassionate, fun and inspiring coach, Rhona is a skilled Speaker and Trainer. She delivers workshops to parents, birth professionals, educators, and teams. As an author, a recovering academic—Rhona was an Associate Professor at UC-Irvine for nine years—a former senior executive, and business consultant, Rhona brings a breadth of experience to her coaching.
