The Invisible Forces Shaping Leadership Culture
Motivation to Lead & Counterproductive Work Behaviours
Leadership is more than a title—it’s an ongoing commitment to people, purpose, and growth. But what happens beneath the surface of leadership culture? Why do some leaders inspire, while others struggle to stay engaged? Two powerful but often invisible forces shape the way leadership plays out in organisations: Motivation to Lead (MTL) and Counterproductive Work Behaviours (CWB).
Motivation to Lead (MTL): The Driving Force Behind Leadership
Motivation to Lead is about far more than holding a leadership title. It’s the internal drive to take on the emotional, relational, and ethical responsibilities of leading others. Leaders with strong MTL tend to:
Show up with intention and presence
Prioritise people alongside performance
Stay engaged even when challenges arise
Inspire others through clarity, care, and courage
But MTL isn’t static—it fluctuates based on context, pressure, support, and personal alignment with values. A motivated leader is energised, present, and purposeful. Conversely, when motivation dips—due to burnout, misalignment, or feeling unseen—it affects not only how a leader feels but how they lead.
What Low MTL Looks Like in Action
When a leader’s motivation weakens, signs can include:
Indifference towards team dynamics and morale
Avoidance of difficult conversations or decision-making
Disengagement from the organisation’s mission
Inconsistency in leadership tone and presence
This isn’t always a conscious choice. Leaders who are struggling with MTL often experience their own unspoken challenges—overwork, stress, or a lack of professional fulfilment. But the impact is undeniable. When leaders lose motivation, it can have a ripple effect on their teams, diminishing trust, morale, and engagement.
Counterproductive Work Behaviours (CWB): The Hidden Cultural Red Flags
While MTL helps us understand what motivates leaders to show up, Counterproductive Work Behaviours (CWB) reveal what happens when motivation breaks down. CWB encompasses actions—whether intentional or unintentional—that undermine trust, wellbeing, or collaboration in the workplace. These behaviours fall into two categories:
Overt CWBs – Visible, disruptive behaviours such as:
Resistance, gossip, or blaming
Undermining team members
Openly expressing frustration in unconstructive ways
Subtle CWBs – Quiet forms of disengagement, including:
Withdrawing from team interactions
Withholding effort or information
Avoiding communication or collaboration
Following rules rigidly without genuine engagement ("working to rule")
CWB rarely begins as malice. More often, it stems from unmet needs, broken trust, or frustration with unclear, unmotivated, or inconsistent leadership. These behaviours are red flags—signs that something deeper in the culture is off.
The Link Between MTL, CWB, and Leadership Culture
While frameworks like Leader–Member Exchange (LMX) help us understand relationship quality between leaders and team members, MTL and CWB give us insight into the emotional and psychological dynamics beneath the surface.
Consider these questions:
What motivates leaders to lead well?
What happens when that motivation fades?
How do team members respond when they sense disconnection or inconsistency from leadership?
A leader’s energy sets the tone for the team. When leaders lead with kindness, fairness, and purpose, they create a ripple effect—team members feel safer, more valued, and more engaged. But when motivation fades, even temporarily, small cracks appear:
People withdraw or become hesitant to contribute
Trust erodes, creating an “every person for themselves” mindset
Negative or uncharacteristic behaviours emerge
Kind Brave Culture isn’t just about leading well when things are easy. It’s about staying connected to your "why" when challenges arise. It’s about recognising when motivation is slipping, addressing it with courage, and leading yourself first—so you can lead others well.
Why This Matters in Kind Brave Cultures
Culture isn’t built on what we say—it’s built on what we do, tolerate, and model. When leadership is motivated by connection, growth, and care, that energy permeates teams. But when leaders are unmotivated, reactive, or disengaged, the effects can be quietly destructive.
CWB isn’t always loud. It can manifest in subtle ways, such as:
Withholding information
Passive resistance to change
Excessive cynicism or criticism
Silence in meetings
Rigidly following rules without care or collaboration
Often, these behaviours reflect broken trust, poor relationships, or misaligned leadership energy.
On the other hand, motivated leaders create environments that:
Encourage contribution and open dialogue
Reduce conflict and prevent toxic blame cycles
Foster psychological safety and fairness
Model healthy boundaries and work habits
Motivated leadership doesn’t just prevent harm—it creates spaces where people want to show up, speak up, and grow.
Explore in Your Own Time
Journal Prompts
Reflect on your own leadership experience:
When do I feel most connected to my motivation to lead? What fuels me—and what drains me?
Have I noticed counterproductive behaviours in my team? What might have been beneath them—fear, frustration, lack of trust?
How does my leadership energy impact my team’s emotional tone?
Micro-Reflection
Think about a time when a leader you worked with clearly didn’t want to lead. How did that affect the team? What was the impact on culture, trust, and engagement?
Now think about a time when a leader showed up with purpose and care. What was different?
Motivation Check-In
Use these three questions at the end of your week:
What part of leadership felt meaningful this week?
Where did I feel resistance or disconnection?
What small action could reconnect me to my "why" next week?
Research Connection
This discussion builds on findings from the article: “Where You Lead, I Will Follow: Leader–Member Exchange, Motivation to Lead, and Employee Counterproductive Work Behavior.”
The research shows that when leaders are motivated to lead and invest in high-quality relationships, counterproductive behaviours drop. It also highlights the reverse: when leaders lack motivation, even strong relationships can erode over time.
This serves as a reminder that leadership isn’t just about skill—it’s about clarity, consistency, and care.
Final Thoughts: Leading with Purpose
Leadership is a human experience, shaped by motivation, energy, and emotional presence. When we understand the forces influencing leadership—both positive and negative—we can take proactive steps to lead with intention.
A truly Kind Brave Culture is not about perfection, but about leaders who remain connected to their purpose, their people, and their “why.”