The Limits of Leadership: Why Even the Best Bosses Can’t Motivate the Unmotivated

There are many posts and articles on LinkedIn which are focused on the role of quiet quitting and blaming leadership for this. As a coach and leader, I believe the individual also has a responsibility to take on suitable roles for their skill and competence or be motivated to develop into the role, it cannot be the sole responsibility of a leader to achieve this for an individual.

In the realm of leadership, there is a pervasive belief that a great manager can inspire any employee to reach their full potential. While effective leadership undeniably fosters engagement, innovation, and productivity, it is critical to acknowledge an uncomfortable truth: no boss, no matter how skilled, can fundamentally motivate an employee who lacks intrinsic drive or alignment with organisational goals. Motivation is not a one-way street; it requires reciprocity between leader and employee.

The Myth of Universal Motivation

Decades of research in organisational psychology have reinforced that motivation is a product of both external factors (extrinsic motivation) and internal drivers (intrinsic motivation). Frederick Herzberg’s Two-Factor Theory distinguishes between “hygiene factors” (e.g., salary, work conditions) and true motivators (e.g., achievement, recognition, purpose). A great boss can optimise hygiene factors and create an environment conducive to motivation, but they cannot manufacture an employee’s internal desire to excel.

Intrinsic motivation, as defined by Self-Determination Theory (Deci & Ryan, 2000), arises from autonomy, competence, and relatedness. Leaders can nurture these elements through empowerment, skill development, and fostering inclusion. However, if an employee lacks the foundational will to engage—whether due to misalignment with their role, personal disinterest, or a fixed mindset—even the most supportive leadership will fall short.

Why Some Employees Remain Unmoved

1. Misalignment of Values or Goals: An employee who does not resonate with the organisation’s mission or their role’s purpose will struggle to find meaning in their work. No amount of pep talks can compensate for this disconnect.

2. Lack of Self-Drive: Employees who lack personal accountability or a growth mindset often view work as a transactional exchange. Without intrinsic curiosity or ambition, extrinsic rewards (e.g., praise, promotions) yield diminishing returns.

3. Unaddressed Personal Barriers: Chronic demotivation may stem from issues outside a leader’s control, such as mental health challenges, burnout, or family stressors. While empathy and flexibility help, they are not cure-alls.

The Leader’s Role: Facilitator, Not Saviour

Exceptional leaders excel at removing obstacles, providing clarity, and creating opportunities—but they cannot be the opportunity. Consider a gardener: they can till the soil, provide water, and ensure sunlight, but they cannot force a plant to grow if the seed itself is inert. Similarly, managers can:

- Clarify Expectations: Set clear goals and link them to broader organisational impact.

- Offer Feedback and Recognition: Reinforce positive behaviours and outcomes.

- Provide Resources: Training, mentorship, and tools to succeed.

Yet, if an employee remains disengaged despite these efforts, the issue likely lies deeper than leadership.

Moving Forward: A Realistic Approach

Organisations must recognise that sustained motivation requires mutual commitment. Leaders should:

1. Hire for Attitude and Alignment: Prioritise candidates whose values and aspirations align with the role.

2. Address Poor Performance Early: Proactively manage underperformance through candid dialogue and performance plans.

3. Normalise Letting Go: Retaining chronically disengaged employees harms team morale and productivity. Sometimes, parting ways is the healthiest choice.

Leadership is not about performing miracles; it’s about cultivating environments where motivated individuals thrive. A great boss can unlock potential, but they cannot create it where none exists. By acknowledging this reality, organisations can focus on systemic solutions—hiring thoughtfully, fostering accountability, and empowering employees to take ownership of their growth.

In the end, motivation is a partnership—not a top-down mandate.

Question: Have you encountered this dynamic? How did you address it?