The Paradox of Autonomy: A Case of Academic Research Scientists

Abstract

This paper considers the paradoxical effects of an autonomous leadership style. The well-documented empowering effect of autonomy on work attitudes is shown to be counterbalanced by the negative effects of isolation and a deprivation of valued inputs when a leader is uninvolved. The paradox of autonomy lies in these dual positive and negative influences. The diverse effects of autonomy are explained by the dynamic processes by which autonomy is granted to group members, using an interactionist perspective. The core dimensions of the autonomy process are direction and involvement. The interactions between leader and group member along these dimensions influence satisfaction differently, and motivation very little. It is suggested that there are substitutes for leadership that more directly affect motivation. Data were collected from an academic scientific research institute, using both qualitative and quantitative methods, from which these propositions emerged.