Assessing what drives workers’ motivation, as a multifaceted horizon that can be supported by two poles: the environment one is part of and the work itself along with the role one is required to take on.
How do European workers know when they're motivated?
The deep roots of motivation
Employee motivation is a complex and layered phenomenon, influenced by both intrinsic and extrinsic factors, with job satisfaction at its core. Workers today recognize that their drive stems from a mix of autonomy, mastery, purpose, and connection. In his book “Drive”, Daniel Pink emphasizes that employees are most motivated when their work resonates with their personal values and interests, fostering a profound sense of fulfillment. DEI (Diversity, Equity, and Inclusion) initiatives play a significant role in this process by promoting fairness, respect, and equality, creating environments where shared values amplify individual and collective motivation.
Richard Ryan and Edward Deci’s Self-Determination Theory (SDT) complements this understanding by identifying autonomy, competence, and relatedness as the three essential pillars of workplace motivation. Autonomy empowers employees to feel ownership over their actions and decisions, enabling them to approach tasks in ways that align with their preferences and strengths. Competence fulfills the need to achieve, overcome challenges, and feel capable in one’s role, which bolsters confidence and job satisfaction. Relatedness addresses the innate desire to connect with others and foster a sense of belonging, strengthening emotional engagement and teamwork.
What are the key drivers of workers’ motivation?
Coaching mindset VS Facilitation skills
As workplaces evolve, so do expectations of leadership. Managers are no longer mere task overseers; they are called to be enablers of growth, embodying the shift James MacGregor Burns described as “Transforming leadership.” This type of leadership fosters meaningful change, motivating teams through vision and inspiration rather than transactional exchanges. However, intoday’s fast-paced work culture, adopting a coaching mindset characterized by active listening, powerful questioning, and goal oriented thinking—can feel daunting due to the time and effort it requires.
Michael Bungay Stanier’s “The Coaching Habit” offers practical insights into integrating coaching into everyday leadership. He emphasizes the value of short, impactful coaching moments, such as asking transformative questions like, “What’s the real challenge here for you?” These micro-coaching opportunities enable leaders to cultivate curiosity, foster self-reflection, and empower their teams without the burden of extensive time commitments. Marshall Goldsmith, in “What Got You Here Won’t Get You There”, reinforces the need for leaders to adapt their styles to meet evolving demands. He highlights that past behaviors or transactional approaches may not success in environments where collaboration and innovation are paramount. Instead, leaders must develop self-awareness and interpersonal skills, which are core to both coaching and facilitation.
Indeed, are facilitation skills to offer a more immediate way to integrate transformative principles in the organization. Unlike coaching, facilitation does not demand a deep personal investment but shares key elements like fostering autonomy and creating space for others to succeed. Together, insights from these frameworks reveal a continuum: facilitation skills as a practical starting point for leaders and the coaching mindset as a deeper, long-term goal.
What strategies help workers navigate periods of low motivation?
A sense of belonging
A sense of belonging in the workplace is a powerful driver of employee motivation, engagement, and well-being. Rooted in the fundamental principles of human behavior, Abraham Maslow’s “Hierarchy of Needs” identifies belongingness—the subjective feeling of deep connection with social groups, physical places, and individual and collective experiences— as a core psychological requirement. When employees feel accepted, valued, and included, it satisfies this essential need, creating a foundation for higher levels of motivation and self-expression.
Amy Edmondson’s work “Psychological Safety” further highlights the critical role of inclusion and trust in cultivating a sense of belonging. In environments where psychological safety thrives, employees feel confident in sharing ideas, asking questions, and taking risks without fear of judgment. This openness not only empowers one self but also fosters innovation and collaboration, strengthening team dynamics and overall organizational performance.
Belonging requires creating spaces where individuals feel authentically accepted for who they are. It involves recognizing and celebrating diversity, valuing differing perspectives, and ensuring equitable opportunities for participation. In essence, a sense of belonging transforms the workplace into a community—a space where people feel safe, motivated, and inspired to contribute their best selves. It is not just an emotional state but a strategic imperative, driving individual fulfillment and also collective–read organization–success.
If given the choice, what would motivate workers the most?
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