What actually drives people to excel, stay focused, and feel satisfied in their work? The answer lies in a blend of psychological principles and adaptive leadership techniques—practices rooted in empathy, purpose, and an understanding of intrinsic motivation. Recent studies reveal that effective leaders aren’t just delegators or decision-makers; they’re motivators who inspire resilience, creativity, and commitment in their teams.
In this article, we’ll unpack the latest science of motivation, exploring why certain leadership approaches spark engagement while others fail to take hold. From understanding the nuances of intrinsic vs. extrinsic motivation to harnessing the power of autonomy, mastery, and purpose, we’ll dive into what every leader should know to build a motivated, resilient, and high-performing team.
Leadership Styles and Their Impact on Motivation: Insights from Recent Research
Understanding how different leadership styles affect motivation can help leaders tailor their approaches to foster a more motivated and resilient workforce. A 2019 study delved into the nuanced relationship between perceptions of leadership behaviors—specifically transformational, transactional, and passive-avoidant styles—and various types of employee motivation, including autonomous motivation (driven by internal satisfaction), controlled motivation (driven by external rewards), and amotivation (lack of motivation).
This study found that the influence of leadership on motivation varies significantly based on collective versus individual perceptions and is impacted by whether an organization is in a crisis.
Key Findings on Leadership Styles and The Science of Motivation
1. Transformational Leadership:
Collective Impact: When employees collectively perceived their leaders as transformational—leaders who inspire, promote innovation, and align individual goals with a larger vision—they reported higher levels of both autonomous and controlled motivation. This suggests that transformational leadership can foster a strong sense of purpose and satisfaction, as well as reinforce goal-driven behaviors.
2. Transactional Leadership:
- In Crisis vs. Non-Crisis Contexts: The study found that transactional leadership, which is based on rewards and structured guidance, had different impacts depending on the organizational environment:
- During Crises: In crisis situations, collective perceptions of transactional leadership were linked to increased autonomous motivation and reduced amotivation, helping employees feel purposeful and less disengaged. However, at the individual level, employees reported lower controlled motivation in these high-stress contexts, potentially due to a higher need for intrinsic motivation rather than purely external rewards.
- In Stable Conditions: In non-crisis contexts, collective perceptions of transactional leadership were associated with a decrease in autonomous motivation. This finding suggests that, outside of high-stress scenarios, overly structured, reward-based approaches might dampen employees’ internal drive, as they feel less empowered and inspired by their roles.
3. Passive-Avoidant Leadership:
While not heavily emphasized in this study’s findings, passive-avoidant leadership, characterized by a lack of guidance and engagement, often correlates with higher levels of amotivation among employees. Leaders who fail to provide clear direction or feedback leave employees feeling disconnected and unsupported.
Practical Takeaways for Leaders
- Adapt Your Leadership Style to Context: In times of crisis, a structured, transactional approach can help maintain stability and even foster autonomous motivation when there’s a collective sense of purpose. However, in stable conditions, leaders should emphasize transformational behaviors—encouraging innovation, autonomy, and alignment with meaningful goals—to foster a more motivated and engaged workforce.
- Consider Collective vs. Individual Motivational Needs: Understanding that groups and individuals may respond differently to leadership can help leaders apply a more tailored approach. Fostering a strong, positive collective perception of leadership style—especially transformational leadership—can boost motivation across the team. For individuals, a mix of intrinsic and extrinsic motivations, tailored to personal goals and needs, may yield better engagement.
The study’s most important takeaway is that effective leadership is not one-size-fits-all; it requires adaptability, awareness of the work environment, and sensitivity to both collective and individual motivational drivers.
Leading with Motivation in Hybrid and Remote Workplaces
In the post-pandemic workscape, hybrid and remote work have redefined the traditional office, making it more critical than ever for leaders to understand how to motivate effectively in these settings.
A recent study on senior leaders working from home and in hybrid roles during the COVID-19 pandemic highlights the shift toward a more humanistic and adaptive leadership style. The study reveals that leaders who successfully maintained motivation among their teams adapted in several key ways:
- Developing Remote Leadership Skills
Leaders accustomed to in-person management had to swiftly build “remote leadership capabilities.” Effective leaders honed skills specific to virtual environments, like clear, structured communication and setting distinct goals. They also adapted their traditional approaches to establish trust and collaboration remotely, which helped in maintaining team motivation and cohesion when physical presence wasn’t an option. - Soft Skills as a Core Motivational Tool
The shift to hybrid and remote work environments has driven a “soft skills leadership renaissance,” underscoring the need for empathy, active listening, and flexibility. Leaders who excelled in motivating their teams prioritized understanding and responding to employees’ emotional and psychological needs, which had grown in significance amidst remote work’s unique challenges. These leaders recognized that a compassionate, responsive approach encouraged a sense of belonging and engagement, motivating team members to perform well despite physical distance. - Introspection as a Leadership Strategy
The study found that leaders who actively practiced introspection were more effective at maintaining their own motivation and, by extension, motivating their teams. By regularly reflecting on their leadership approaches and personal stress levels, leaders gained insight into areas for growth, helping them adapt strategies to motivate their team better. Introspection also enabled leaders to align their practices with the needs of a hybrid workplace, balancing self-care with accountability. - Structured Time Management
Hybrid work introduced unique time management challenges, with leaders often facing “always-on” expectations. Those who effectively motivated their teams implemented clear boundaries and structured their time rigorously, which allowed them to be fully present and engaged in their interactions. Leaders who modeled these boundaries for their teams not only avoided burnout but also promoted a culture of balance, boosting team motivation and morale. - Navigating Hybrid Leadership Uncertainty
Leaders noted a significant challenge in defining motivational practices suited for the hybrid workplace, especially around fostering organizational culture. Successful leaders focused on designing flexible, collaborative spaces within physical office environments and clearly communicated the purpose of in-office days. By maintaining a transparent and flexible approach, leaders helped team members feel supported and included, which was shown to have a positive effect on overall motivation.
The main takeaway: hybrid and remote workplaces require leaders to evolve their skills and strategies continually. Leaders who cultivate soft skills, practice introspection, and set strong time-management habits are better positioned to inspire and motivate their teams in today’s work environments.
Rethinking Incentives: The Role of Social Norms and Personal Values
Traditional views on motivation in the workplace often emphasize financial incentives. While financial incentives are certainly motivating, research from a 2021 study suggests that true, lasting motivation goes beyond monetary rewards. Instead, social norms within a team, personal values, and how well they align with a company’s culture play critical roles in driving motivation and engagement.
1. The Influence of Social Norms on Motivation
According to the study, employees often mirror the behaviors they observe in their peers. When a strong culture of cooperation is established, employees are more likely to engage collaboratively. Conversely, a competitive or reward-only focus can encourage self-interested behavior, potentially harming overall team cohesion. This suggests that effective leaders should create environments where positive norms—like cooperation, innovation, and mutual respect—are clearly modeled and encouraged.
2. Tailoring Management Style to Values
The study also found that a leader’s approach to managing can either enhance or dampen motivation based on employees’ personal values:
- Trust-Based Management: In a culture that values autonomy, a trusting approach—where employees are given freedom in how they complete their work—boosts intrinsic motivation and productivity. Employees who value self-direction thrive under this model, as it aligns with their desire for autonomy and reduces the need for constant external rewards.
- Control-Based Management: On the other hand, a controlling management style can undermine intrinsic motivation, particularly for those who value independence. This approach may inadvertently lead to “shirked” responsibilities or reduced engagement, as employees feel micromanaged.
3. The Risks and Rewards of Financial Incentives
The study highlights a key insight: financial rewards can reinforce individual values but don’t always yield optimal results for the organization as a whole. Group-based rewards, for instance, can promote cooperation but may lead to inefficiencies if they become the sole motivator. Individual rewards, meanwhile, can drive personal performance but sometimes at the cost of team collaboration.
The lesson here for leaders? Balance financial incentives with intrinsic motivators, like opportunities for growth and recognition, that align with employees’ personal values. Rather than a blanket rewards strategy, targeted approaches that match individual and team needs yield stronger, more sustainable motivation.
4. Building a Culture of Motivation
Finally, this research reinforces that company culture—built on shared values and positive social norms—is a powerful motivator. Leaders who emphasize values like teamwork, trust, and personal growth cultivate a workplace where employees feel intrinsically motivated to contribute and succeed.
Flexibility and personal alignment matter more than ever, and leaders who understand and tap into these underlying motivators will see greater resilience and engagement across their teams.
The Art and Science of Motivation in Today’s Workplace
Motivation in the workplace isn’t just about goals and rewards; it’s about aligning leadership with the complex interplay of individual values, social norms, and purpose-driven work. Leaders who understand this dynamic—blending empathy with structure, autonomy with accountability—create environments where people are motivated to bring their best, even in unpredictable times. As new work models evolve, so too must our strategies for engaging and inspiring teams. This thoughtful, science-backed approach to motivation will drive not only success but also create a resilient and adaptable team culture that stands the test of time.
Ready to elevate your leadership and inspire a truly motivated team? At Arden Coaching, we specialize in helping leaders like you harness the science of motivation to build engaged, high-performing teams. Whether you’re refining your leadership approach or aiming to create a culture of intrinsic motivation, we’re here to support your journey.
Contact us today to learn how our coaching programs can empower you to lead with purpose, resilience, and lasting impact.