In this age of social media and the internet, it is easy to browse and search for motivational quotes, videos, or clips to find inspirational content. Many of the things we view are well-designed and enticing. They are often concise, relatable, and emotionally resonant. They can provide a quick boost of inspiration. Yet, as Bartleby of The Economist puts it, "But there will be just as many who want to snigger or vomit." In short, taken by itself, it can be shallow or superficial and, at worst, inauthentic.
Here is where practical suggestions from Adam Galinsky, a social psychologist from the Columbia Business School, become useful. In his book, "Inspire," Galinsky discusses the two kinds of leaders: those who inspire and those who infuriate. Both types of leaders are deeply connected, which means that inspiring leaders aren't born – we can inspire or infuriate in any given moment through our behavior, words, or presence.
Per Galinsky, there are three universal archetypes of truly great leaders. One, visionaries offer a big picture, optimistic and engaging vision of the future. Two, exemplars are courageous and calm protectors who authentically express their passion while remaining consistent in word and deed. Three, mentors encourage, empower, and elevate others while challenging them to reach their potential.
Galinsky emphasizes the importance of inspiration in driving action and highlights how motivation can either thrive or falter depending on the approach a leader takes. While rules, rewards, and punishment can create compliance, inspiration generates commitment, creativity, and passion. Effective leaders inspire by connecting to the values, aspirations, and emotions of their team.
He also discusses the balance between authority and empowerment. This means that instead of bosses motivating people from above, individuals can do it for themselves. But for people to feel motivated, they need a sense of trust and psychological safety. Leaders who listen, empathize, and provide support create environments where individuals feel valued. This fosters intrinsic motivation, the type that is driven by internal satisfaction rather than external rewards, such as money, recognition, or promotions.
Internal satisfaction arises from enjoyment, passion, a sense of purpose. When people find that their values and what matters to them are in sync with their jobs, the situation fosters creativity and innovation. This usually builds long-term commitment to organizational goals.
The question of whether motivation works best through a top-down or bottom-up approach is central to "Inspire." Leaders often focus on asserting authority (top-down), but Galinsky argues that empathy—understanding and addressing the needs of the team—is equally critical. Leaders who combine authority with empathy foster respect and connection. The bottom-up intrinsic motivation is thus triggered. Thus, effective motivation is not about choosing between top-down and bottom-up approaches but finding the right balance.
Combining the top-down and bottom-up strategies can lead to optimum impact. Leaders can start with a clear and compelling vision. This top-down approach ensures alignment and provides a sense of purpose. With the vision set, the leader can empower teams to devise solutions. Encouraging participation, collaboration, and innovation taps intrinsic motivation and ignites the bottom-up strategy. To be sustainable, open communication and a feedback loop that enables dialogue at all levels are necessary.
While internal motivation is powerful, Galinsky acknowledges that external rewards, when used judiciously, can enhance motivation. The most effective systems combine intrinsic and external motivators. For example, a company might reward employees with bonuses (extrinsic) while fostering a sense of purpose through meaningful work (intrinsic).
Here are some concrete examples cited by Galinsky. A leader like Martin Luther King is well known for his visionary "I Have a Dream" speech, which motivated millions not through directives but through shared hope and purpose. Nelson Mandela inspired South Africans with a vision of unity while empowering local leaders to foster reconciliation within communities. Google allows employees 20 percent of their time on personal projects, a bottom-up approach that has led to innovations like Gmail and Google Maps. These illustrations show that by fostering a culture of trust, purpose, and recognition, leaders can unlock the full potential of those they lead.
(Benel Dela Paz Lagua was previously EVP and Chief Development Officer at the Development Bank of the Philippines. He is an active FINEX member and an advocate of risk-based lending for SMEs. Today, he is an independent director in progressive banks and in some NGOs. The views expressed herein are his own and do not necessarily reflect the opinion of his office as well as FINEX.)