The precarious balance between autonomy and authority is playing out across the globe, but is this being replicated in the workplace? While there is little research into the effects of authority versus autonomy at work, the CIPD’s 2023 Good Work Index sheds some light. In the study, 39% of UK workers claimed to have little or no influence over their tasks, 36% said they have some influence and 24% believe they have a lot of influence over their job.

We know that authority and autonomy can coexist at work. But for this to happen, it is essential to have clarity around roles and responsibilities – and a balance is vital.  Problems arise when there is, on the one hand, an authoritarian dictatorship and a lack of listening or, on the other, when autonomy seekers act outside their own jurisdiction.

Understanding the value of autonomy

Autonomy is the ability to exercise self-determination as far as is reasonably possible. It is important because it encourages self-respect, self-reflection, and self-mastery, as well as taking personal responsibility in decision-making. It promotes a healthy work culture and encourages personal growth, even when we make mistakes. Autonomy can reduce tension by allowing us to express ourselves and giving scope for trustworthiness and transparency. 

More freedom at work, within a clear framework, enables us to consider our personal needs. It also gives employees more control over their work conditions, including flexibility, tasks, and tools, as well as honouring their values. It unlocks creativity and encourages intrapreneurial and entrepreneurial skills and ideas.

Autonomy is beneficial for collaboration and growth, employee satisfaction and engagement because it shows people that they matter and are heard.

What’s the problem with autonomy, then?

In reality, we are all interpersonally linked and can’t act as single units where only our own needs are met. Too much autonomy can pose a threat to necessary authority and can lead to confusion and conflict if left unaddressed. Employees may feel their needs are more important than the needs of the team as a whole. And when employers adopt an extreme ‘stand-back’ approach work often goes unchecked, deadlines get missed, and communication is poor. 

Why does authority matter?

Without people in authority, there would likely be confusion around:

• Roles and responsibilities
• The importance of tasks and timelines
• The need to set a clear direction for the organisation

It could easily lead to anarchy. We need leaders to take overall responsibility and make trustworthy decisions on behalf of the organisation. Those in authority can be influential in either a positive or negative way, but they need to build credibility if they are to be listened to and foster trust. Boundaries are essential for organisational success, as is adhering to a clear set of values or principles. 

A structure or hierarchy helps facilitate effective communication by providing, for example,  clarity on roles and responsibilities. This doesn’t have to be a top-down structure, though; other models can facilitate different methods of leadership and management. What’s important is having a clear framework and role designation to support accountability and productivity. 

Authority drawbacks

Problems arise when those in authority change the rules to suit their purpose, especially if they are seen not to act with integrity. For example, a new boss at work who changes the culture and pushes for things to be a certain way may be left unchallenged. Employees may feel it is too risky to rock the boat and lose their jobs so, instead, they comply with something they disagree with. By not putting our hands up due to fear of authority, we are at best people pleasers, but at worst, we turn a blind eye or do the wrong thing to comply. This can then lead to a lack of critical, challenging and diverse thinking as colleagues fear the consequences of speaking out.  

Authority can attract individuals with character traits of narcissism and Machiavellianism – those who show a lack of compassion or empathy, or manipulators with a desire for personal gain. They can cover up their decisions and lack transparency and equity, leading to a toxic culture of fear rather than an open culture of collaboration.

Colleagues can feel like they are being watched all the time if there is a strong sense of authority. This may stifle creativity, engagement and innovation. 

Finding the right balance

We do need frameworks and a certain level of authority to get things done well. Having the ability to speak up about things that are not right is crucial to an effective organisation, and productivity is helped by allowing colleagues to work independently.

It can be a delicate balancing act between being a leader and being overbearing or domineering.  What is essential are the boundaries between how you operate and work alongside others, as well as having clarity about mutually agreed-upon roles, responsibilities, and values. Good leaders should aim to serve and enable rather than be authoritarian.