The evolving work environment demands leaders to focus on human-centred leadership to effectively engage employees.
- Hybrid and remote work have shifted attitudes towards work, making intrinsic motivation crucial for employee engagement.
- The CIPD Good Work Index indicates a decline in employees’ willingness to exert discretionary effort at work.
- Intrinsic motivation relies on fulfilling the basic psychological needs of autonomy, competence, and relatedness.
- Leaders can enhance intrinsic motivation by supporting employees’ psychological needs and fostering a positive work climate.
The contemporary workplace landscape is characterised by a significant shift towards hybrid and remote working arrangements. This evolution necessitates that leaders adopt a human-centred leadership approach to effectively engage and motivate their staff. Such a focus ensures that employees’ experiences are positive, even as their work settings change.
According to the CIPD Good Work Index, there has been a notable decrease in employees’ willingness to put forth discretionary effort at work, with more individuals viewing work merely as a means to earn money. This trend underscores the importance of understanding what intrinsically motivates employees, as traditional incentives seem to be losing their effectiveness.
Intrinsic motivation, as expounded by decades of psychological research, is found at the higher end of the motivation quality continuum. It contrasts sharply with extrinsic motivation, which is driven by external rewards or pressures. Intrinsically motivated employees engage in their work because it is inherently satisfying and personally meaningful—a state where individuals feel they have a genuine choice in their actions.
To nurture intrinsic motivation, leaders must address three fundamental psychological needs: autonomy, competence, and relatedness. Autonomy involves providing employees with the freedom to choose how they complete their tasks. Competence is nurtured by helping employees master their work and develop new skills. Relatedness is achieved when employees feel a sense of belonging and community with their colleagues.
Leaders can implement practical strategies to support these psychological needs effectively. They can enhance autonomy by allowing decision-making participation and fostering a supportive environment where employees feel trusted to take initiatives. Competence can be developed by setting clear expectations, offering constructive feedback, and providing growth opportunities through training and coaching. Relatedness can be strengthened by fostering empathy, actively listening to employees’ concerns, and promoting a collaborative team spirit.
Ultimately, by focusing on what intrinsically motivates individuals, leaders can cultivate a work environment that not only improves performance and engagement but also enhances overall employee well-being.
Embracing human-centred leadership fosters a thriving workplace by prioritising intrinsic motivation and employee well-being.
