Inspire or Motivate – The Role of a Leader: It's Not Just About the Boss

In my experience leadership is often seen as the responsibility of those in top positions - the CEO, business owner, or team leader. Countless articles focus on what makes a good leader—what qualities they should possess, what actions they should take, and what role they play in inspiring or motivating others.

But one key element is often overlooked—the role of employees in leadership. When we think about inspiring and motivating a team, shouldn't the responsibility be shared by everyone, not just the boss or manager?

What Does It Mean to Inspire and Motivate?

Let’s start by understanding the terms that are central to this discussion.

Inspiring means sparking creativity, passion, and excitement in others. It’s about leading by example, communicating with vision, openness, and integrity. An inspiring leader creates an environment that encourages others to think big, take risks, and aim for greatness.

Motivating, on the other hand, is about fuelling action, driving performance, and encouraging people to set goals. Helping them push through challenges, overcome obstacles, and to persist in the face of difficulties.

Clearly, inspiring leadership is often viewed as the responsibility of the boss, CEO, or manager. But when it comes to motivation, the lines are a little more blurred. Could it be that motivation is not just the responsibility of the manager or boss, but also lies with the employees themselves?

The Role of Self-Responsibility in Motivation

The concept of self-responsibility is crucial to understanding motivation in the workplace. Employees who take ownership of their personal growth and performance are far more likely to stay engaged and achieve their goals. When employees are self-motivated, they don’t rely solely on external factors—such as a manager’s praise or rewards—to drive their work. Instead, they look inwardly for inspiration and progress.

This sense of responsibility means that employees are empowered to manage their own motivation. If they are part of a culture where inspiring leadership is demonstrated consistently, they are more likely to rise to the occasion and take charge of their personal development.

However, when self-motivation is lacking, the question arises - is it the employee's responsibility to motivate themselves, or is it the manager’s? It could be that the employee feels disconnected from their role or that their job doesn't align with their values or skill set. It’s also possible they have unrealistic expectations of recognition and rewards before truly earning them, or they may expect career progression without demonstrating results.

The Bottom Line for Leaders and Employees

In the best workplaces, good leaders both inspire and motivate their teams. They lead by example, providing a vision and creating an environment that nurtures personal growth. At the same time, they expect employees to take ownership of their own motivation and success. High performers are recognised and rewarded, while those who consistently underperform are guided to take responsibility for their own results – or to move on.

Ultimately, leadership isn’t just about the boss. It’s about everyone in the organisation. Employees, as much as managers, have a role to play in creating an inspiring and motivating work environment. When both leaders and employees embrace their responsibility to inspire and motivate, the entire organisation benefits.

Reach out to chat about how we could help you to introduce this culture in to your business and