When it comes to workplace teams, a measure of autonomy and "psychological safety" makes all the difference, according to O.C. Tanner's 2020 Global Culture Report.

"Leaders can nurture autonomy through a shared leadership model where team members feel like they influence the work at hand," the authors write. "In a workplace where meaningful interactions are at the heart of the work, psychological safety becomes an abundant resource to support a thriving team."

O.C. Tanner surveyed more than 20,000 employees across the globe and found that 37 percent of employees report having high autonomy at their organizations, 40 percent have a medium level of autonomy and 23 percent have low autonomy.

Teams that have a strong sense of autonomy and psychological safety have 57 percent lower odds of moderate-to-severe burnout – but only 26 percent of employees surveyed feel their team works together seamlessly. While 60 percent say their teammates are at least somewhat respectful of each other, only 28 percent of teammates are willing to let others lead a project, and only 19 percent report that their teams ensure credit is given to deserving members.

"When there's a strong sense of working together to achieve and innovate, there is a 30 percent greater chance of individual employees feeling like they have autonomy in their role," the authors write. "Team members must also support and listen to each other, rather than compete with one another or work in silos. Teams that do both well see a 33 percent and 34 percent greater chance of high autonomy."

Successful teams have members who feel a sense of psychological safety – feeling that they can take risks, innovate, share new ideas and be themselves without worrying about being criticized or ostracized by their peers, according to the report.

"Employees are often hesitant to bring up new or radical ideas, fearing rejection," the authors write. "This hamstrings organizations, as a diversity of ideas and perspectives is key to team and company success. By only allowing thoughts and ideas that are safe or mainstream, companies miss out on a host of opportunities for improvement and innovation."

Autonomy is actually an antecedent to psychological safety: with a medium sense of autonomy, there is a 200 percent greater chance of employees feeling psychologically safe. When they have high autonomy at work, the odds rise fivefold (586 percent).

Leaders play a great role in making sure teams feel this way, according to the report.

"Leaders who treat their team members as people, who communicate so that all members are aware of what others are working on, who foster collaboration and encourage employees to actively contribute to each other's projects, and who support the development of everyone, will build teams that thrive," the authors write. "After all, great leaders know their teams are collectively smarter than them and don't always need to be told what to do. They just need guidance."

O. C. Tanner recommends that leaders do the following to build thriving teams: create a sense of autonomy by connecting employees; foster transparency, openness and team identity; and utilize peer-to-peer conversations.

"As the workplace evolves and organizations change, autonomous, psychologically safe teams will be quicker to successfully adapt," the authors write. "Their leaders must be agile and forgo traditional leadership practices, as comfortable as they may seem."

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