The Science of Motivation: What Really Drives Teams?
Motivation in teams is often seen as a mysterious force, sometimes present, sometimes absent,
and often difficult to sustain.
However, behavioural psychology provides clear insights into what genuinely drives motivation and engagement
within teams.
In an era where workplaces are evolving rapidly, understanding these psychological principles can help
leaders foster environments where teams thrive.
Understanding Intrinsic vs. Extrinsic Motivation
Psychologist Edward Deci, co-founder of the Self-Determination Theory (SDT),
argues that motivation comes in two primary forms: intrinsic and extrinsic.
Intrinsic motivation arises when individuals find personal satisfaction in their work,
while extrinsic motivation relies on external rewards such as bonuses or promotions.
"The secret to high performance isn’t rewards and punishments, but that unseen
intrinsic drive, the drive to do things for their own sake."
Daniel Pink
Pink’s research highlights three key factors that sustain intrinsic motivation in teams:
- Autonomy – Providing individuals with control over their work boosts engagement.
- Mastery – Encouraging growth and skill development fosters deeper commitment.
- Purpose – Aligning work with a larger mission enhances motivation beyond immediate tasks.
The Role of Psychological Safety
Amy Edmondson, a Harvard professor and author of The Fearless Organisation,
emphasises the role of psychological safety in sustaining motivation. She states,
"Psychological safety is not about being nice; it’s about giving candid feedback,
openly admitting mistakes, and learning from each other."
Amy Edmondson
When team members feel safe to take risks and express ideas without fear of humiliation,
they are more engaged and innovative.
Google’s landmark Project Aristotle study found that psychological safety was the most critical
factor in high-performing teams.
When team members believe their voice matters, they are more willing to contribute and stay motivated.
The Power of Recognition and Social Connection
Neuroscientist Paul Zak's research on oxytocin in workplace interactions suggests that recognition and
social bonds significantly impact motivation.
In his study, published in the Harvard Business Review,
he found that workplaces with high trust levels led to 76% more engagement and 50% higher productivity.
Frequent and meaningful recognition whether verbal praise, peer acknowledgment, or public appreciation
stimulates motivation and fosters a culture of continuous effort.
"Connection is why we're here. It is what gives purpose and meaning to our lives."
Brene Brown
Sustaining Motivation in the Long Run
To sustain motivation over time, leaders must:
- Encourage autonomy by allowing teams to own their decisions.
- Promote mastery through continuous learning and development opportunities.
- Emphasise purpose by linking daily tasks to a broader vision.
- Create psychological safety by fostering a culture of trust and open dialogue.
- Recognise contributions consistently and meaningfully.
Final Thoughts
Motivation is not a one-time effort; it is a continuous process that requires intentional leadership.
By integrating insights from behavioural psychology, leaders can create environments where teams are not
just productive but also deeply engaged and fulfilled in their work.
"When people are financially invested, they want a return.
When people are emotionally invested, they want to contribute."
Simon Sinek
Leaders who understand and apply these principles will build teams that are driven not just by external
incentives but by a genuine passion for their work ensuring long-term success and innovation.