Training corporate managers to adopt a more autonomy‐supportive motivating style toward employees: an intervention study

By Patricia Hardré, J. Reeve. 2009

219 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d9aaa6dfe57fc478c586f0cd163dee2e3bd5d7a1

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Self-Determination Theory Can Help You Generate Performance and Well-Being in the Workplace: A Review of the Literature (2018, background): “As training managers and leaders is feasible and leads to positive results (Hardré & Reeve, 2009), this practice should be encouraged and implemented.”
The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, background): “For instance, results from an intervention-based experimental study conducted by Hardré and Reeve (2009) revealed that managers who received training on how to be more autonomy-supportive with their employees displayed more autonomy-supportive behaviours than did nontrained managers in a control…”
A Meta-analysis of the Effectiveness of Intervention Programs Designed to Support Autonomy (2011, unknown): “These narrow criteria for inclusion resulted in a data set of five experiments with six effect sizes (i.e., deCharms 19762; Hardré and Reeve 2009; Reeve 1998; Reeve et al. 2004b; Williams et al. 2002).”
Self-Determination Theory in Work Organizations: The State of a Science (2017, methodology): “In another intervention study within a Fortune 500 company, Hardré & Reeve (2009) randomly assigned managers to either a training-intervention group or a nonintervention group.”
The role of perceived autonomy support in principals’ affective organizational commitment and job satisfaction (2015, background): “Basic needs are defined as inner resources (Grolnick et al. 1991) or motivational resources (Hardré and Reeve 2009) that are universal and critical “nutriments” necessary for well-being and growth (Deci and Moller 2005; Deci and Ryan 2002; Milyavskaya and Koestner 2011; Ryan and Deci 2009).”
Basic psychological needs and work motivation: A longitudinal test of directionality (2018, background): “In that regard, the results are in line with previous intervention studies showing implications of increases in managers’ need support on employee attitudes and motivation (Deci et al. 1989; Hardré and Reeve 2009), but future interventions could consider a fuller SDT process model when examining the”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “Hardré and Reeve (2009) found support for this view in an experimental study where managers after receiving training significantly displayed a more autonomy-supportive managerial style than non-trained managers in a control group.”
The importance of perceived autonomy support for the psychological health and work satisfaction of health professionals: Not only supervisors count, colleagues too! (2011, background): “Interventions aimed at increasing autonomy support with managers have been successfully implemented in the workplace, and have had positive effects on employees (Deci et al. 1989; Hardré and Reeve 2009).”
What Do We Really Know About Employee Engagement (2014, unknown): “…RESOURCE DEVELOPMENT QUARTERLY • DOI: 10.1002/hrdq and among those that have been conducted some have used questionable measures of engagement (Hardré & Reeve, 2009), or produced null or very weak effects (Ouweneel, LeBlanc, & Schaufeli, 2013; Vuori, Toppinen-Tanner, & Mutanen, 2012).”
Self-Determination Theory in Human Resource Development: New Directions and Practical Considerations (2018, methodology): “In another Fortune 500 company, employees of managers trained in need support developed significantly higher levels of engagement and motivational quality than those of managers in the control group (Hardré & Reeve, 2009).”
Interventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice (2021, methodology): “Results showed intervention length to vary considerably across studies, from 2-hr (Hardr e & Reeve, 2009) to six days (Stenling & Tafvelin, 2016).”