Inner drive instead of external pressure - The influence of intrinsic motivation

Reading time: approx. 6–8 minutes

Imagine this: You wake up in the morning, and your first thought isn't about your to-do list, but about a project that truly interests you. You feel anticipation, curiosity, a quiet but clear impulse: I want to do this.

If you work this way, then your motivation is not forced from the outside, but nourished from within – that is inner drive .

But just as often, everyday life looks different: deadlines, pressure, control, the loud voice of "You must." This kind of external pressure may lead to short-term performance – but it is exhausting, stressful, and frustrating.

And in the long run, it not only reduces engagement but also endangers mental health.

This is precisely where another mode of motivation comes into play – one that not only makes people efficient but also resilient: intrinsic or autonomous motivation.

In this article, you'll discover how this intrinsic motivation arises, why it's so powerful, and which levers you, as a leader or employee, can strategically use. Let's explore together how work can become not only efficient, but also vibrant, meaningful, and healthy.

What is intrinsic motivation?

The Self-Determination Theory (SDT) by Edward L. Deci and Richard M. Ryan is a central theory when it comes to motivation.

It states that people have three basic psychological needs, and when these are met, high-quality motivation arises.

1. Autonomy – the feeling of making your own decisions, of not being controlled by others.

2. Competence – the experience of being able to do something, growing and being effective.

3. Social relatedness – the need to feel connected and supported.

   
   

When work fulfills these needs, it not only creates motivation – but a deeper, sustainable motivation that does not depend on external rewards or pressure.

Furthermore, SDT distinguishes between different forms of extrinsic motivation: from controlled regulation ("I do it because I have to") to integrated regulation , where external reasons are so strongly merged with one's own values that they almost feel intrinsic.

Why external pressure is harmful in the long run – and why internal motivation works better

1. Autonomously motivated employees are more productive and creative.

When people feel they are acting out of their own conviction, they are not only more productive but also contribute more innovation. A study showed that autonomous motivation is significantly correlated with performance and innovative behavior.

This means: no micromanagement constraints, but freedom to shape things – leading to better ideas and more engagement.

2. Control creates stress – autonomy creates well-being

Studies show that external control – such as constant pressure, targets, or strict performance goals – often undermines psychological needs. This, in turn, correlates with higher stress, lower job satisfaction, and even burnout.

In contrast, an autonomous work environment promotes psychological well-being because employees feel that their actions are meaningful and that they have a real impact.

3. Motivation is a continuum – not “good” or “bad”.

Not every external motivation is automatically "harmful". SDT makes very fine distinctions: When external goals are linked to one's own values (e.g., "I'm doing this project because it's important to me, not just because I'm getting paid"), this can be very powerful and autonomous.

This creates a deeper form of motivation that blurs the line between external impetus and inner will.

Three levers for more inner motivation – in your organization and your everyday life

Here you will find concrete ways to strengthen the inner drive in yourself or your team, whether as a manager or employee.

1. Consciously promoting autonomy

Leaders : Instead of simply dictating results, allow freedom of choice in how work is done. Question: "How would you do it?"

• Employees : Take on self-leadership by suggesting which tasks you will tackle yourself and in what order, and work on structuring your work more independently.

• Scientifically : Research shows that leadership behavior that promotes autonomy (e.g., choices, conveying meaning) increases motivation in the long term.

2. Strengthening meaning and identification

Develop a clear connection as a team between the tasks and the values of the organization – but also between tasks and the personal values of the employees.

• Leverage identified and integrated regulation : Show how specific tasks align not only with business objectives but also with overarching values.

• Enable people to actively participate in projects that are personally meaningful to them: This significantly increases their intrinsic motivation.

3. Feedback, reflection & psychological safety

Engage in regular dialogues: Don't just ask "What did you accomplish?", but "What gave you energy?", "When did you feel self-determined?"

• Create space for reflection: Encourage employees to think about their sources of motivation, challenges, and desires.

• Cultivate a culture of psychological safety: When mistakes are seen as learning opportunities, confidence in trying new things increases – and this strengthens the sense of autonomy and competence.

  
  

A recent example: A study on servant leadership found that this leadership style strengthens the feeling of autonomy, competence and belonging, which in turn correlates with "thriving at work".

This shows that when leadership does not control but supports, it leads to more satisfied and healthier employees.

What does this mean for a healthy work culture?

When inner motivation replaces external pressure, sustainable benefits arise:

• More meaning and motivation : Employees don't just work because they have to, but because their tasks are truly important to them.

• Increased resilience : An autonomously motivated team can cope better with challenges because the motivation comes from within.

• Less stress & burnout : Psychological safety and the fulfillment of basic needs significantly reduce psychological stress.

• Innovation & Engagement : People who feel effective are more likely to contribute new ideas and take on responsibility.

• Sustainability in performance : Motivation that arises from within lasts longer – and leads to more stable results.

These insights are supported by numerous studies .

A broad overview of workplace motivation confirms that autonomous motivation and the satisfaction of the three basic needs are strongly associated with engagement, performance and well-being, while controlled motivation correlates with burnout and turnover.

Even in the context of the changing world of work (remote work, hybrid teams, algorithmic management), self-determination theory shows that well-designed working conditions are crucial for maintaining long-term motivation.

Three steps to strengthen your inner drive (Your personal power play)

1. Reflect on your source of motivation : Write in your notebook or digital journal: "What motivates me right now? What of what I'm doing feels right and authentic?"

2. Negotiate your autonomy : Talk to your manager or team: "Can I have a say in how we proceed with this project?"

3. Use reflection rituals : Introduce small rituals (for yourself or in your team) – e.g., a “motivation check”: reflect once a week on what has given you energy and what has created more pressure.

Conclusion:

Inner motivation does not arise from more pressure, more control, or more bonuses – but from conditions in which people are truly allowed to be themselves.

When autonomy, competence, and connection become tangible, work transforms from "duty" to "meaning." Then, what teams most urgently need today emerges: energy, creativity, and psychological resilience.

In short: Motivation isn't created – it's enabled. And that's precisely where a work culture begins that is not only productive, but also beneficial.

If you feel that there is too much "must" in your team – and you would instead like to promote genuine inner drive and mental strength, let's talk.

I support leaders and teams on their journey towards a work culture in which motivation is not forced from the outside, but ignited from within.

Let's get in Touch!

💭 Reflection questions to take away:

• When was the last time you voluntarily worked on something with full energy – and what triggered it?

• In which moments of your workday do you feel most controlled – and what would give you more freedom to make decisions?

• What values are particularly important to you in your work – and how can you better contribute to them with your daily tasks?

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