Leader autonomy support (LAS) refers to a cluster of supervisory behaviors that are theorized to facilitate self-determined motivation in employees, potentially enabling well-being and performance. We report the results of a meta-analysis of perceived LAS in work settings, drawing from a database of 754 correlations across 72 studies (83 unique samples, N = 32,870). Results showed LAS correlated strongly and positively with autonomous work motivation, and was unrelated to controlled work motivation. Correlations became increasingly positive with the more internalized forms of work motivation described by self-determination theory. LAS was positively associated with basic needs, well-being, and positive work behaviors, and was negatively associated with distress. Correlations were not moderated by the source of LAS, country of the sample, publication status, or the operationalization of autonomy support. In addition, a meta-analytic path analysis supported motivational processes that underlie LAS and its consequences in workplaces. Overall, our findings lend support for autonomy support as a leadership approach that is consistent with self-determination and optimal functioning in work settings.Electronic supplementary materialThe online version of this article (10.1007/s11031-018-9698-y) contains supplementary material, which is available to authorized users.

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Organisations are frequently confronted with the issue of how to enhance employee mental health. Based on Self-Determination Theory, a model is proposed that examines the relationships between job crafting, the satisfaction of the intrinsic needs for autonomy, competence, and relatedness at work, and employee well-beingdefined here as both subjective well-being and psychological well-being. A sample of 253 working adults completed a battery of questionnaires including the job JOB CRAFTING, NEED SATISFACTION, AND WELL-BEING 2 crafting questionnaire, the Intrinsic Need Satisfaction Scale, and the Mental Health Continuum. Using Structural Equation Modelling (SEM) methods, it was determined that job crafting predicted intrinsic need satisfaction, which, in turn, predicted employee well-being. The results suggest that job crafting may be an important underpinning upon which to base an employee well-being intervention.