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When people lack control, they struggle with emotional distress, role stress, absenteeism, intent to leave their jobs and even negative physical symptoms, according to data published in Human Relations. And in a 28-year study, men with less control in their jobs had a 26% greater chance of mortality, according to research in BMJ Open. Wow.
Interestingly, all choice is not created equal. Giving people choices about things that don’t matter to them or that feel perfunctory, can actually erode trust. Instead, people need choices that are relevant (the decision actually changes what happens), consequential (the decision affects something that matters to the person) and proximal (the decision affects the employee directly).
Both choice and control are important. Choice provides options, control provides for influence over the outcomes. Autonomy doesn’t mean we have complete independence or unlimited freedom, but it does mean we have agency and volition as well as a say in what happens and how we respond.
So what choices matter most and how do we create choices and control that improve success and wellbeing?
Among the most tangible expressions of workplace choice is the ability to influence where and how work gets done. When employees have meaningful options regarding their work environment, the benefits extend well beyond simple convenience. Data from Atlassian reveals that individuals who had choices about when and where they worked reported 25% greater innovation, a 77% more positive perception of their organization’s culture, and 61% less burnout.
The physical environment itself plays a critical role in performance and satisfaction. Research published in the European Journal of Work and Organizational Psychology found that when people had access to spaces that made them feel supported and rejuvenated, their performance improved. Likewise, access to spaces designed for interaction and collaboration led to increased satisfaction among workers.
Flexibility to move between settings also matters. A study in the Journal of Environmental Psychology showed that when people could transition from one work setting to another based on the specific task they needed to accomplish, they reported greater satisfaction with their workplace, along with better performance and higher engagement.
Even the quality of the workspace itself has measurable consequences. According to research in Building and Environment, employees who were satisfied with their workplace—particularly in terms of having enough privacy and adequate support for effective communication—demonstrated greater productivity and reported higher levels of wellbeing. The same study found that changing settings throughout the day boosted productivity, but with an important caveat: this benefit only held when people did not have to spend excessive time searching for available spaces. Hunting for a place to work actually detracted from both productivity and wellbeing.
The implications for employers are clear. Providing a variety of spaces is essential, but simply having different areas is not enough. Organizations should consider offering:
Equally important is the cultural dimension. Employees need explicit permission and encouragement to use different spaces throughout the day. If workplace norms implicitly discourage movement or if people feel judged for leaving their assigned desk, the benefits of a varied environment will never materialize. Organizations should actively foster a culture where moving between settings based on the task at hand is not just accepted but encouraged.
Flexibility in location and hours is only part of the equation. For employees to truly thrive, they also need meaningful choice and control over the work itself. When people have a say in how they approach their tasks and make decisions, the benefits extend far beyond job satisfaction.
Research consistently demonstrates that a lack of autonomy can be detrimental to well-being, while having control can be a powerful positive force. Studies highlight several key findings:
Creating a culture of autonomy doesn't mean abandoning structure. Instead, it involves a deliberate shift in how managers guide and support their teams. The core implication is to involve people in their work on a deeper level.
Start by asking employees for their input on how they believe work should be done. Provide clarity on expectations and desired outcomes, then step back and give people the freedom to accomplish their goals in the ways they believe will be most effective. This approach signals trust and empowers individuals to take ownership of their responsibilities.
In addition to the "how" of work, consider the "when." There are significant benefits to synchronous collaboration, where people work together at the same time, whether face-to-face or virtually. However, it is equally beneficial to provide flexibility in the timing of work and to allow for asynchronous work whenever possible. Giving people control over their schedules as much as possible offers clear advantages, enabling them to manage their energy and personal commitments more effectively.
Finally, extend choice to collaboration. As much as possible, give people a say in who they work with. Ask employees who they would like to invite to join a project or with whom they would like to develop a mentoring relationship. This not only increases engagement but can also lead to more productive and satisfying working relationships, as people are more likely to collaborate effectively with colleagues they have chosen to work alongside.
Technology is woven into nearly every aspect of modern work, and the rise of artificial intelligence is fundamentally reshaping how tasks are completed. While these tools offer immense potential, the way they are implemented can either support or undermine employee well-being. Research points to two critical factors: preserving human agency in decision-making and investing in proper training.
One significant finding concerns how employees interact with AI-driven recommendations. A study published on Arxiv revealed that when individuals were presented with a single AI-recommended option, they performed less effectively than when they were given multiple options to choose from. The act of evaluating alternatives and making an informed decision led to better outcomes than simply executing a single suggestion. This suggests that AI is most powerful when it augments human judgment rather than replacing it.
Another area of concern is the psychological impact of AI adoption. Research featured in the Journal of Manufacturing Technology Management identified a phenomenon known as "techno-stress," which increases as employees use AI more frequently. However, the study also found a crucial mitigating factor: participation in training and development programs designed to build AI competency significantly reduced this stress. Employees who felt equipped to use the technology effectively experienced less anxiety and greater confidence in their roles.
Further supporting this, a study in Humanities and Social Sciences Communication linked increased AI use within organizations to higher levels of employee stress and burnout. Yet, the research revealed an important nuance: those who felt a greater sense of capability and effectiveness in using AI reported lower levels of job stress and burnout. The feeling of being in control and competent was a powerful buffer against the negative effects of technological change.
The implications for organizations are clear. It is not enough to simply deploy AI tools; leaders must ensure that humans remain an active part of the loop. This means providing opportunities for employees to exercise their judgment, retain ownership over outcomes, and maintain meaningful involvement in the decision-making process. Equally important is a commitment to ongoing training and development, ensuring that every team member has the skills and confidence to work alongside AI effectively.
People perform at their best when they feel genuinely valued and trusted. Granting responsibility and empowering individuals are tangible expressions of that respect, reinforcing that their contributions are seen and appreciated. This sense of purpose is deeply connected to our overall health; we thrive when we feel embedded within a community and believe we have a meaningful role to play, both for our own well-being and for the benefit of others.
A compelling study published in the Journal of Personality and Social Psychology illustrates this principle in a unique way. Researchers worked with a group of older adults, dividing them into two distinct groups. One group received communication that emphasized how others would care for them, while the other group's communication focused on their personal empowerment and responsibility. In addition, each participant received a houseplant. For one group, the plant was cared for by someone else, while the other group was tasked with caring for their own plant.
The results were striking, even if not entirely surprising. Participants who received messages about their own responsibility and empowerment, and who were responsible for caring for their own plants, were significantly more active, alert, and reported a greater sense of well-being compared to the other participants. The simple act of having something to be responsible for, combined with a message that reinforced their personal agency, had a profound positive impact.
This research holds a powerful lesson for leaders in any setting. Simply telling people they are valued is not enough; they need to feel it through tangible actions. This involves clearly communicating that they are responsible and empowered to make a real contribution. It also means reinforcing the positive obligations they have to their team and community, and highlighting how others are counting on them. When people understand that their efforts matter and that they are trusted to take ownership, they are more likely to be engaged, motivated, and healthy.
People perform at their best when three fundamental psychological needs are met: autonomy, competence, and relatedness. This framework, known as self-determination theory, explains that individuals thrive when they have genuine choice and control over their actions, feel effective and capable of making meaningful contributions, and experience meaningful connections with others. These are not just workplace preferences but core human needs that shape motivation, well-being, and performance.
When the external environment feels unstable, uncertain, or beyond our influence, the need for agency becomes even more critical. In times of upheaval, people require meaningful alternatives and options. They need reassurance that their actions can influence outcomes and that they can still make a tangible difference in their immediate sphere of work and life. Providing this sense of control is not a luxury; it is an essential condition for maintaining engagement and resilience.
The importance of autonomy and control is supported by a substantial body of academic research. Studies published in the Journal of Personality and Social Psychology have long established the foundational role of autonomy in human motivation. More recent work, including research from Indiana University published in 2016 and 2020, continues to explore how these principles apply in modern contexts.
Organizational scholars have also examined these dynamics extensively. Research appearing in the Academy of Management and Applied Psychology journals demonstrates how autonomy and relatedness influence employee engagement, job satisfaction, and organizational commitment. Similarly, work in the Journal of Manufacturing Technology Management has explored how these psychological needs intersect with technological change and production environments.
The implications extend beyond traditional workplaces. Studies published in Building and Environment have examined how physical spaces and workplace design can support or undermine a person’s sense of control and well-being. Meanwhile, research posted on Arxiv and published in Humanities and Social Sciences Communications has investigated how digital environments, remote work arrangements, and broader societal shifts affect individuals’ ability to exercise choice and maintain a sense of agency.
Across these diverse fields, the conclusion remains consistent: when people are given meaningful choices and a genuine voice in decisions that affect them, they are more motivated, more productive, and more satisfied. When control is stripped away, even temporarily, engagement suffers. Leaders, managers, and policymakers should therefore prioritize creating environments—physical, digital, and organizational—that preserve and enhance individual agency, especially during periods of disruption and change.
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