EAP Workshop · 01

Motivation

How can a leader increase intrinsic motivation and commitment?

CGP Europe · EAP Online

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Section 01

Motivation

How can a leader increase intrinsic motivation and commitment?

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03 · Overview

What will this webinar cover?

What makes someone truly motivated in their work?
What is the difference between external incentives and intrinsic motivation?
What do Daniel Pink's three pillars of motivation — autonomy, growth, and purpose — mean?
What kind of leadership environment fosters commitment?
What can a leader do on a daily basis to make this a reality?

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Why is the issue of motivation important today?

In many places, performance seems to be there, but enthusiasm, initiative, and the sense that someone is happy to put their energy into their work are fading away.

Many teams are functioning, but they aren't truly engaged.
External pressure tends to work best in the short term.
Long-term commitment requires internal motivation.
The leader plays a key role in this.

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05 · Common beliefs

What do we usually think about motivation?

If we pay more, employees will be more motivated.
If we monitor them more closely, their performance will improve.
If someone isn't motivated, the problem lies with them.
If someone is a good professional, they'll automatically be committed.

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06 · The limits

Why aren't rewards and monitoring enough?

They may work in the short term
But they easily lead to compliance
They do not necessarily strengthen internal engagement
They may prove particularly inadequate in creative, complex work

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07 · Evolution

The Evolution of Motivation(According to Pink)

Motivation 1.0

Humans were motivated by biological survival.

Motivation 2.0

The external reward-punishment system (reward for good, punishment for bad), which was characteristic of 20th-century industrial production.

Motivation 3.0

In 21st-century knowledge-based work, people are driven by intrinsic motivation, growth, and freedom.

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08 · Pink's model

Daniel Pink's Model: What Really Motivates People?

Autonomy

perceived self-determination and decision-making control

Growth

‘excellence’: sense of competence and growth path

Purpose

meaning, contribution, and identification

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09 · Dimension 1

Autonomy

I want to have a say in my work.
It's important that I'm not just there to follow orders.
It matters whether I have room to maneuver in my decisions.
Excessive control can reduce accountability.
Trust often mobilizes more energy than pressure.

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10 · Autonomy in practice

Where can autonomy be applied?

In what ways can an employee find room to grow?
What tasks do they handle?
How do they handle them?
In what order and at what pace do they work?
Who do they collaborate with?
What decisions can they make independently?

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11 · Warning signs

What reduces autonomy?

Micromanagement
Constant monitoring
Unnecessary approval cycles
Rigid rules with no real leeway
Lack of trust

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12 · Factor 2

Progress

Development: it's important for me to be able to move forward.
Prolonged stagnation can be demotivating.
Tasks that are too easy or too difficult can also be discouraging.
The experience of progress strengthens intrinsic motivation.

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13 · Progress in practice

What creates a sense of progress?

Clear expectations
Realistic but challenging tasks
Constructive feedback
Opportunities to learn even after making mistakes
Making progress visible

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The Role of Feedback

It clarifies what works well

It shows what needs to be changed

Reduces uncertainty

Provides direction for the next step

Strengthens the sense of competence

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Factor 3: Goal

Goal: It is important that work has meaning

It's easier to stick with something that has weight and value

Daily tasks are easier to take on when we see the bigger picture

When we see why our work is important, it's easier to commit to it

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16 · Leadership

The role of the leader

Provides context for tasks.
Explains why the work is important.
Shows who and what it affects.
Connects daily operations to larger goals.

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These three factors together

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Together, these three support lasting motivation

Autonomy

Without autonomy, engagement weakens.

Growth

Without progress, momentum wanes.

Goal

Without a goal, work can easily become meaningless.

Result

Motivation

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19 · Environment

A leadership environment that fosters intrinsic motivation

Is based on trust.
It is clear, but not overly regulated.
It allows for flexibility.
It supports growth.
It makes it clear why the work is important.
It is predictable and consistent.

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20 · Closing thought

The impact of leadership is measured not only by whether the work gets done, but also by the extent to which people feel a sense of ownership over what they do.

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Share your thoughts on the workshop with us!