Why should managers care about motivation?

Motivation is about more than reward

Motivation is the driving force behind action. That which makes us make an effort, follow up, stretch ourselves — even when it hurts. But motivation is not the same as enticing with bonus or fearing consequences. It's about inner and outer sources of meaning, belonging and mastery.

And it's all about emotion.

We are not robots. What we do at work -- how we prioritize, collaborate, contribute -- is closely tied to how we feel. Joy, security, commitment and pride reinforce motivation. Stress, indifference or insecurity attenuate it.

Motivation resides in the feeling of having importance. And in the feeling of having a voice.

Intrinsic and extrinsic motivation — and what it means in practice

Extrinsic motivation comes from rewards or pressures from outside: Money, performance goals, status, fear of failing or the desire for praise.

It may work short-term -- but risks creating superficial effort and low psychological reassurance if it becomes governing.

Intrinsic motivation arises when we do something because we want to, not because we have to. It is about:

• to feel meaning in what we do

• to use your own abilities

• to learn, create, contribute — and know mastery

Daniel Pink has shown how intrinsic motivation is nourished by autonomy, mastery and meaning. When we are given the freedom to influence, know that we are evolving and see the importance of our efforts — then the motivation grows from within.

Emotions, motivation and action are interrelated

We don't make decisions in a vacuum. Our emotions influence what we care about, what we stand for—and what we choose to do.

• When people feel valued, they become more open to collaboration

• When they feel insecure, they withdraw or become defensive

When they feel pride and belonging, they take responsibility—even when no one is watching

• When the feeling is indifference or fear, the desire to contribute disappears

Motivation is not only thought-based — it is emotionally rooted, and it influences our behavior every day.

Leaders shape the climate of motivation

This is not about big, dramatic moves -- but daily choices. Managers play a key role in how employees feel, and thus in how they are motivated.

Research on psychological safety, led by Amy Edmondson, shows that teams perform better when they find it safe to ask questions, share insecurities, and come up with new ideas — without fear of being rejected. Such environments are not created by themselves. They are built by leaders such as:

• invites transparency

• actively listening

• recognize vulnerability and reflection, rather than just action and solutions

This requires emotional presence -- something Brené Brown highlights in her research. She shows how leaders who dare to be vulnerable and genuine create trust and relational strength. When the leader himself dares to say: “This is difficult” or “I need input”, the threshold for others to do the same is lowered. And that's where the learning begins -- and the motivation.

Recognition, direction and expectations

Motivation is also strengthened by clarity. Humans need direction, not just freedom. When a leader provides clear frames and shows how the effort relates to the bigger picture, meaning arises.

In addition, recognition has great effect—not as superficial praise, but as genuine mirroring:

“I saw how you handled that customer — it was impressive how you kept calm.”

— “What you contributed in that meeting made a difference — thank you.”

And we must not forget the Pygmalion effect: The leader's expectations influence how employees perform. Do you think people will succeed, and show it -- are the chances that they actually do. You think they're going to fail, they notice it too.

When Motivation Fails

We often notice it first in the quiet:

People are retreating. It will be more “yes well” than “yes, let's try”. The initiative is sinking. Some do what they have to, but no more.

Often it is not due to capacity, but to climate. Not personality, but psychology. When people stop feeling safe, seen and significant — motivation disappears.

What can you do as a leader?

You don't have to be a perfect motivator. But you can create a climate where motivation is allowed to grow. Here are some concrete moves:

• Show that it's safe not to know: Thanks for honest questions. Admit uncertainty yourself.

• Listen openly: Not only to answer, but to understand.

• Give recognition — and direction: Say what people do well, and why it matters.

• Support autonomy: Ask people how they want to solve their tasks themselves—and leave room.

• Explore emotions, not just momentum: “How do you feel about this?” is just as important as “How do you lie?”

For reflection:

• What motivates you — when you really feel alive at work?

• How do your own emotions affect the team climate?

• What expectation do you convey — through body language, tone and presence?

• What can you do tomorrow that will make it safer to contribute, fail, and learn?

Motivation is not magic. It's relational work. And it starts with you.

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