Applying Self-Determination Theory to International Development and Humanitarian Organisations.

This article focuses on applying Self-Determination Theory (SDT), a psychological framework centered on autonomy, competence, and connectedness, to support transitions from top-down to locally-led approaches in international development and humanitarian organizations. It highlights the distinction between the broader "localisation agenda" and more nuanced "locally-led" partnerships that emphasize shared power, recognition of local epistemologies, and diverse leadership styles. The article proposes that SDT can guide organizational change by fostering motivation and engagement among both local and international staff through strategies such as joint goal-setting, capacity-building, and relationship-building. While acknowledging the complexity and political nature of these transitions, the authors suggest SDT offers practical tools to facilitate meaningful collaboration and empowerment without reinforcing existing top-down structures.