Clark U. study shows key to motivating managers

PHOTO/sam bonacci The residence halls in the middle of Clark University's Worcester campus where research was undertaken recently to determine the best motivation for managers.

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By Sam Bonacci

A new study from Clark University found that while money does indeed influence employees, fostering a loyal and motivated manager requires “intrinsic rewards” such as psychological well-being, joy, learning, and fulfillment.

The new study by researchers at the Center for Creative Leadership (CCL) and Clark University, published in the Journal of Vocational Behavior last year, pointed to unlocking internal motivation as key to fostering a dedicated managerial employee. This includes bosses who provide support and encourage self-direction; rewards systems that affirm, not manipulate; and limiting organizational politics.

The study of over 300 managers found that those motivated by internal drivers were the happiest at their jobs, the most productive and the least likely to leave the organization. Conversely, managers who are not internally motivated reported the lowest job satisfaction and are at the biggest risk for turnover. The study also found that external rewards, such as bonuses and other financial incentives, did not influence the manager’s feelings about their jobs.

“An organization’s strategy for motivating managers shouldn’t be one size fits all,” said study co-creator Kristin Cullen-Lester. “Given that each manager has a mix of motivations, we suggest that different combinations of motives matter in understanding attraction, retention and engagement.”

The CCL is a top-ranked, global provider of leadership development.