Key Takeaway:
High agency, the ability to shape one’s destiny rather than being controlled by circumstances, is increasingly seen as a defining characteristic of success. This mindset, traditionally associated with entrepreneurs and industry leaders, has been studied for decades in psychology under different names, including “perceived control,” “efficacy,” and “mastery.” Research has shown that individuals who believe they have control over their lives set higher goals, work harder, and are more resilient in the face of adversity. However, agency is not evenly distributed, with socioeconomic background, age, and mental health playing a role. Creating conditions for agency to thrive involves fostering environments where people feel empowered to take action, such as autonomy, competence, and relatedness. Companies that understand these principles create workplaces where employees are not just workers but active contributors. The social side of agency may be just as much about the people around us, as it is about being in the right ecosystem.
History is full of individuals who defied the odds, refusing to accept obstacles as insurmountable. Legends like the Carthaginian general Hannibal, who famously crossed the Alps despite his men’s doubts, exemplify the trait now celebrated in modern business and technology circles as “high agency”—the ability to shape one’s own destiny rather than being controlled by circumstances.
This concept has gained traction in today’s fast-paced world, particularly in industries that reward innovation and disruption. Those with high agency don’t just wait for opportunities; they create them. Whether in business, politics, or personal growth, the ability to take control and push through barriers is increasingly seen as a defining characteristic of success.
Recognizing the Power of Agency
The term “high agency” has become a buzzword in business, much like “game-changer” or “self-starter” before it. But beyond its use in motivational speeches and corporate jargon, it encapsulates a crucial idea: some people see problems as obstacles, while others see them as challenges to be overcome.
People with high agency don’t wait for instructions—they take initiative. They find solutions when others find excuses. While traditionally associated with entrepreneurs and industry leaders, this mindset has been studied for decades in psychology under different names, including “perceived control,” “efficacy,” and “mastery.”
Research has long shown that individuals who believe they have control over their lives set higher goals, work harder, and are more resilient in the face of adversity. This sense of control affects everything from career success to health and education. Those who feel empowered to shape their own future tend to be more motivated, while those who feel powerless often struggle with inertia and frustration.
However, agency is not evenly distributed. Socioeconomic background plays a role—people with access to better education, financial stability, and professional networks often feel a greater sense of control. Age is another factor, with studies suggesting that middle-aged individuals report the highest levels of agency, while younger and older individuals often feel more constrained. Mental health also plays a role, as those experiencing anxiety or depression frequently struggle with a diminished sense of control over their lives.
The Reality of Agency: Privilege or Personality?
While high agency is widely praised, it’s not always accessible to everyone in the same way. The ability to challenge norms and take risks often depends on how society perceives those actions. For some, being proactive is seen as leadership; for others, it can be misinterpreted as arrogance or defiance.
In the workplace, those from privileged backgrounds—whether due to gender, race, or social status—may find that their assertiveness is welcomed and encouraged. In contrast, individuals from marginalized groups might face resistance, with the same behaviors labeled as disruptive rather than innovative. This is particularly true in industries like tech, where the idea of the “alpha entrepreneur” can sometimes reinforce existing biases.
This raises an important question: is high agency purely an individual trait, or is it also shaped by external factors? Studies suggest that environments play a crucial role. A person’s sense of control isn’t just about their personality; it’s also about whether they are in a setting that supports autonomy, competence, and social connection.
Creating Conditions for Agency to Thrive
Rather than focusing solely on cultivating high agency in individuals, there is growing recognition that organizations and communities must also foster environments where people feel empowered to take action. Research highlights three core psychological needs that contribute to a strong sense of agency:
- Autonomy – The freedom to make decisions and have control over one’s work and life. People thrive in environments where they feel they have choices rather than being micromanaged.
- Competence – A sense of capability and mastery in a particular area. When people believe they have the skills to succeed, they are more likely to take initiative and push past challenges.
- Relatedness – Feeling connected to others. Supportive relationships play a crucial role in motivation, and having a strong network often determines how much agency a person can exercise.
Companies that understand these principles create workplaces where employees are not just workers but active contributors. Tech giants like Google have long adopted motivational strategies that emphasize autonomy and creativity, recognizing that innovation doesn’t come from rigid structures but from environments that encourage initiative.
Beyond workplaces, individuals can also shape their own environments through “job crafting”—a process where people reshape their roles to align with their strengths and passions. This proactive approach allows for greater personal fulfillment and a stronger sense of agency, even in traditionally rigid structures.
The Social Side of Agency
A key insight from recent research challenges the idea that agency is purely an individual trait. Instead, it may be just as much about the people around us. Highly successful individuals often have access to networks of mentors, supporters, and collaborators who amplify their efforts.
This suggests that agency isn’t just about raw talent or determination—it’s about being in the right ecosystem. Those who can effectively recruit others to support their goals often have the greatest ability to influence outcomes. Conversely, those who feel isolated or unsupported may struggle to exert control, regardless of their personal drive.
Reframing Agency for a Changing World
The increasing emphasis on high agency in professional and personal development circles speaks to a broader cultural shift—one that values initiative, resilience, and self-determination. However, it’s important to recognize that agency is not an equal playing field. Factors like privilege, social expectations, and systemic barriers shape how much control individuals feel they have over their lives.
Rather than viewing high agency as an innate quality that some people possess and others lack, it may be more useful to see it as a product of both personal mindset and external conditions. Creating opportunities for autonomy, competence, and social support can help more people develop a stronger sense of agency, ultimately leading to greater innovation, success, and well-being.
In a world where the ability to adapt and take initiative is more important than ever, fostering environments where people can thrive will be just as critical as encouraging individuals to seize opportunities for themselves.
