4 Motivation and Team Engagement Free Online FlashCards

What three needs support self-directed motivation?

Self-determination theory identifies autonomy (choice and influence), competence (feeling capable and developing), and relatedness (feeling respected, included, and connected).

How can a leader support autonomy without removing direction?

Clarify goals and boundaries, then let people choose how to meet them. Autonomy means appropriate choice, not a lack of direction.

What two beliefs can shape motivation toward a task?

Motivation is shaped by whether people see a task as valuable and believe they can succeed.

What can a leader explore in a motivation check-in?

Ask what work feels worthwhile, which skills they want to use or build, and what obstacles make success harder.

What makes recognition useful?

Make recognition specific, timely, sincere, and connected to a real contribution; explain what the person did and why it mattered.

Which contributions should leaders recognize beyond visible achievements?

Recognize behind-the-scenes work and helpful behaviors such as sharing knowledge, supporting colleagues, and raising risks early—not only visible results.

How can a leader make recognition fit an individual's preference?

Ask whether they prefer public thanks or a private message. Recognition that embarrasses someone can miss its purpose.

What two fairness pitfalls should leaders avoid when recognizing people?

Recognize contributions fairly and consistently; avoid favoring the most visible people. Praise must not replace fair pay, manageable workloads, or addressing problems.

What does engagement include beyond enthusiasm?

Engagement includes how energized, dedicated, and absorbed people feel in their work; it is more than enthusiasm.

What conditions can cause engagement to change?

Engagement can shift with workload, unclear expectations, insufficient resources, team relationships, and changing priorities.

What should leaders clarify when setting team priorities?

Explain what matters most, what can wait, and how each person's work contributes to the team's goals.

How can leaders remove barriers to team progress?

Ask what is slowing work down and follow through on issues within your influence.