Intrinsic motivation is a force that is often underestimated in both leadership and organizational development. It is about being driven by joy, curiosity and satisfaction in the task itself, rather than by external rewards such as money, status or assessment.
This inner glow is also one of the most powerful factors behind true creativity.
Self-determination creates scope for action
According to self-determination theory, developed by researchers Edward Deci and Richard Ryan, self-determination is a basic prerequisite for intrinsic motivation. When people are given the freedom to decide how they work, without constant control, their tendency to explore and find new solutions increases. This does not mean that they are left alone without direction, but that they are given the space to independently interpret problems and take responsibility for the result.
In an organization that is based on control, reporting and fixed frameworks, creativity will be squeezed out. When employees are instead given the freedom to influence their working methods, both motivation and innovative power increase. It is often in these environments that the big ideas are born, ideas that not only solve today’s problems but also shape tomorrow’s opportunities.
Creativity requires commitment and exploration
Those who are intrinsically motivated are not only more persistent in their work but also more inclined to try new things. They dare to test, fail, change and improve. This is required in everything from product development to strategy work and change management. Creativity is not born from following instructions but from asking questions such as: “What more can we do?”, “Is there another way?”, “How can we improve what we already have?”
This is particularly evident in sustainability work. Reducing a business’s environmental impact requires not only technology and structure, but also creative ability. How can resources be used in new ways? How can business models be created that are based on reuse or sharing instead of consumption? Here, it is not only formal experts that are needed, but also the curiosity and desire to improve of each employee.
Extrinsic rewards can inhibit creativity
When intrinsic motivation is replaced by a pursuit of extrinsic rewards, the driving force changes. If the focus is on getting a bonus, impressing the boss, or avoiding criticism, creativity tends to decrease. Work becomes less enjoyable and more tactical. People do what is required, but no more. This phenomenon has been shown in several studies where subjects performed worse in creative tasks when they were promised rewards compared to when they worked freely.
This does not mean that recognition and encouragement are wrong. On the contrary, praise given in the right way, which is experienced as sincere and not controlling, can strengthen intrinsic motivation. It is about creating a culture where people feel seen for what they actually contribute, not for how well they fit into a system.
The role of leadership in cultivating creativity
A leader who understands the power of intrinsic motivation builds organizations where freedom, meaning, and trust are at the center. This means creating an environment where it is okay to think differently, where mistakes are seen as learning, and where exploration is not something that happens “on the side” but at the core of the work.
The leader also has a responsibility to protect the creative processes from time pressure and unnecessary stress. Creativity sometimes requires slow thoughts, reflection and slack in the system. This means that not every moment should be streamlined, but that there must also be room for the unexpected. This is where innovation lives.
Motivation, creativity and long-term change
In a time where many organizations struggle with change, skills supply and sustainable transformation, it is crucial to understand how intrinsic motivation works. Change is not built through coercion but through will. This is why the most successful companies are often characterized by a strong culture of exploration, autonomy and learning.
When an employee works with something that feels meaningful, where they get to use their capacity and shape their path towards the goal, then something happens. Then both commitment and creativity grow. This is where new ideas are born, the ones that not only create innovation but also meaning.
What can you do?
Here are concrete things a leader can do or implement in a group to promote intrinsic motivation and thereby increase creativity:
Create space for self-determination
Let employees make their own decisions about how they solve their tasks. Provide frameworks rather than instructions. Avoid micromanagement and encourage their own initiatives. Show that it is okay to try new things even if it does not always succeed.
Put meaning and purpose at the center
Tie the work to something bigger than just deliveries. Explain why the project is important, how it affects other people, society or the environment. The sense of meaning is a strong driver of intrinsic motivation, especially when it comes to sustainability work or social benefit.
Introduce reflective meetings
Set aside time every week or month to reflect together. Reflect on what worked, what was educational and what sparked curiosity. This trains the group in metacognition and increases awareness of the creative work.
Allow slack and thinking time
Book creative breaks in the calendar, without demanding results. It could be an afternoon every other week where employees can explore new ideas, read, write or do something completely different that stimulates thought. Having time to think is a prerequisite for innovative thinking.
Be curious about each individual’s interests
Find out what each person in the group really likes to do, what sparks their curiosity, and find ways to connect it to the business. When people are allowed to use their strengths in meaningful tasks, both creativity and job satisfaction increase.
Show that mistakes are part of the process
Tell about your own mistakes as a leader, or ask the team to share examples of when something went wrong but led to something better. Build a culture where you learn from the unexpected rather than being ashamed of it.
Use varied forms of problem solving
Introduce different creative formats such as workshops with unexpected methods, role-playing, reverse brainstorming or visual tools. Change the environment when ideas are to be developed. Breaking the usual pattern helps the brain to think in new ways.
Provide meaningful feedback
Instead of just saying “good job”, explain what was valuable about a person’s contribution. Highlight processes, not just results. This strengthens the self-image as a creative person, which is crucial for the individual to dare to contribute even more next time.
Create experimental spaces
Give the team the mandate and resources to test ideas on a small scale. Create prototype labs, internal hackathons or innovation budgets where each person can test something they believe in, without first having to prove business benefit.
Make room for play
Introduce elements such as gamified tasks, joint Lego construction to illustrate problems, or completely free idea battles where crazy suggestions are rewarded. When playfulness is allowed, the brain often releases its performance inhibition and creativity increases.
By implementing these things, you not only create a more motivated work environment, but you also build the foundation for a culture where creativity occurs naturally and frequently, without having to be forced.
