A CRITIQUE OF SELF DETERMINATION THEORY
The complexity of doing business is ever increasing particularly in a globalised world, that is characterised by reshaping the business world(Thompson 1995).Todays world business leaders could not have sustained their leadership position without due cognisance of the strength of their competitors and ensuring that their employees ability match the needs of their customers. However Hammer and Champy (1993) noted that today’s customers determine the future of organisation by determining what they want, when and they want it.
Essentially the self determination of the founder of easyjet through his transformational leadership has enabled ...view middle of the document...
The leadership style exhibited by the founder of easyjet has encouraged the continued prominence of the business strategy. The self determination to conceptualise the budget airline idea and bringing into reality is a function of his self determination to succeed, as Decid & Ryan, 1991 noted that self-determination theory is s humanistic theory of motivation and wellbeing. The self-determination theory suggests that human being are capable of determining their future to a very large extent underpins the assumption that human behaviour are volitional or self-determined within which persons motivated are energised for productive performance.
However the theory was initially developed by Edward.L Deci and Richard M.Ryan at the University of Rochester towards the end of the 20th century Decid & Ryan, (2002) and has been extensively elaborated and reviewed by scholars from various countries. The relevance of the theory to leadership and employee productive performance within an organisation suggests that personality of the leader –manager interpersonal orientations in supporting subordinate self-determination is conceptually and philosophically consistent with participative management; Edward .et.. al(1989.)In the opinion of Deci & Ryan, 2000, 2002 as cited in Ward .P.et al(2012) suggests that
Self-determination theory suggests that when leaders are able to create an environment that fosters autonomy, develops competence, and encourages relatedness through personal relationships, followers will be more motivated to follow (Deci & Ryan, 2000, 2002)
The ability of leaders to mobilise subordinate in sharing organisation vision portend that these followers are being motivated to perform certain action in the interest of the leader and the interpersonal relationship exhibited by the leader should...