The Science of Motivation and Management Style

Author: Igor Alcantara

I am, as many people in my generation, a big fan of the “Back to the Future” franchise. My favorite part is seeing how a small change in the past can have an outsized impact on the future. There aren’t many big, dramatic moments that shape our lives; most of the time, it’s the little, everyday actions that decide what comes next. Understanding how this idea links to managing and developing people can change everything about the way you lead.

This article is pair with some literature references, highlighted with a link. But before we dive deeper, let’s start with a simple analogy.

The Dinner Dilemma: Are You Hosting for You, or for Them?

Imagine you’ve invited someone special over for dinner. You want to really impress this person, not just with the food, but by making the entire evening feel memorable, relaxed, and just right. You (over)think about every single detail, spend hours on the perfect menu, set a tablescape worthy of a magazine. But pause for a second: are you making the night special for your guest… or just for you? Or maybe for an imaginary version of this person that only exists in your head?

This is the trap a lot of well-intentioned hosts fall into: assuming what will impress or delight, without really tuning in to who the guest actually is or what would make them feel seen and comfortable. In our effort to do everything “right,” we sometimes forget to ask: Who am I really hosting this for?

Small Changes, Lasting Ripples

Managing and developing people works exactly the same way. It’s easy to get caught up in the formalities, the checklists, the JIRA boards, or the idea of leadership you carry in your mind. Some leaders are like the traveling kid, always asking the team "are we there yet?" or in corporate terms "when is this will be complete"? But real growth, the kind that lasts and resonates long into the future, usually starts with small, authentic changes:

• Choosing to really listen, not just advise.

• Asking thoughtful questions instead of giving answers.

• Letting someone try (and maybe stumble), rather than stepping in at every turn.

Now, here is the most important thing desmonstrated by some research: Progress rarely comes without a period of stumbling. Real development depends on giving people the space to take early risks, even if it means slow starts and a few missteps along the way. When someone new is sent into a challenging project, it’s almost certain they’ll struggle at first, but with each opportunity, they grow more capable and resilient. That is what happened to me and many other great people I know. Cutting them loose after their first or second setback isn’t just unfair, it undermines the investment you’ve made in their future. If you reflect honestly, most of us owe our careers to leaders who saw beyond our early mistakes and recognized our potential to get better with time.

Don't act like the Queen of Hearts "cutting the head" after every little detail. Letting someone go just as they’re on the edge of genuine progress is like abandoning a fledgling bird before its first flight; the very moment they’re about to soar is when they most need your belief and patience. Growth is a process, and those who are supported through their early failures often emerge with the confidence and skill to accomplish far more than anyone, perhaps even themselves, ever expected.

My professional path started with a lot of mistakes and some struggle. Everything that I achieved was only possible with the great help of mentors like Gus Scalia, Mark Meersman, and others. When I failed, they told right away, but they also offered real support. After each mistake, I learned and got better. Eventually I had the opportunity to do, or try to, the same to others.

The Three Mindsets: Enforcer, Protector, and Mentor

David Yeager’s research in "The Science of Motivating Young People" highlights how the mindset an adult brings to leadership is one of the most important factors in shaping long-term growth, engagement, and achievement. Yeager describes three mindsets: enforcer, protector, and mentor, each with fundamentally different beliefs and practices, and only one that consistently results in positive, lasting outcomes. Although title as "managing young people", his research can be extrapolated to any person who is early in a career path.

The Enforcer Mindset

The enforcer approaches leadership with a strict adherence to rules and standards, believing people need to be kept in line by authority and discipline. They are not "people manager" but more like "process managers". Rooted in the presumption that unexperienced are naturally unruly or impulsive, enforcers see their primary role as maintaining order and enforcing consequences, often without offering much personal guidance or support. This approach may produce short-term compliance, but for most, it undermines motivation and genuine commitment, as constantly observed in many companies. Several people under enforcer leadership feel alienated, unsure of themselves, or disconnected from the purpose of their work. The focus remains firmly on avoiding mistakes and meeting rigid expectations, rather than building confidence, fostering curiosity, or encouraging risk-taking. You keep projects under budget with the cost of your team development and mental health.

Steve Jobs, co-founder and former CEO of Apple, is a classic example of the enforcer mindset. He set extremely high standards, demanded perfection, and was known for his autocratic leadership style. Jobs was relentless, made quick and unilateral decisions, and drove his teams to meet tough deadlines but with a high personal costs.

The Protector Mindset

In contrast, the protector mindset is built upon a deep desire to shield young people from hardship or disappointment. Protectors emphasize emotional safety and kindness, often lowering standards or smoothing paths to prevent frustration or failure. Believing that people are vulnerable or at risk of being overwhelmed, protectors step in to offer help at the first sign of difficulty. While this environment may feel supportive and nurturing in the short term, it tends to limit opportunities for growth, grit, and authentic achievement. Without challenge, individuals may miss key chances to struggle, learn, and ultimately build the resilience needed for real-world success. Comfort becomes the ultimate goal, but it rarely prepares people for the next demanding step.

Howard Schultz, longtime CEO of Starbucks, is often cited for his protector-oriented leadership. He placed a strong emphasis on nurturing and supporting employees, calling them “partners” and introducing comprehensive benefits, including healthcare and stock options, even for part-time staff. Schultz prioritized emotional safety and well-being, seeking to shield employees from the hardships common in service jobs. While this protector approach fostered loyalty and comfort, it sometimes drew criticism for being overly cautious or slow to hold people to difficult standards, but it undeniably created a culture of warmth and inclusivity.

The Mentor Mindset

The mentor mindset, according to Yeager's findings, is the one that produces the strongest, most enduring results. Mentors simultaneously hold high standards and provide high levels of support, operating from a core belief in the capacity of people to grow, adapt, and achieve with guidance rather than control or coddling. Mentors challenge individuals to strive for excellence, but their expectations are always paired with trust, encouragement, and practical assistance. They are tough because they care, They balance honest feedback with the conviction that with the right support, everyone can get better. Under mentor leadership, setbacks become learning opportunities, not reasons for exclusion or pity. Over time, this approach fosters genuine respect, ownership, and pride in accomplishment, helping people build the skills and confidence to thrive long after the mentor's direct influence has faded. Research shows that even small acts expressing belief in a person’s potential, such as concise, affirming feedback, can transform motivation and outcomes for years to come.

Mary Barra, CEO of General Motors, exemplifies mentor leadership by setting high expectations while empowering and supporting her teams. She transformed GM’s culture from top-down management to one focused on open feedback, collaboration, and learning from mistakes, driving both innovation and growth.

In summary, while the enforcer and protector mindsets can create compliance or comfort, neither reliably nurtures motivation or capability for the long term. The mentor mindset uniquely blends high expectations with authentic support, creating the conditions for deep, lasting growth and success.

Mindset	Standards	Support	Core Belief About People	Typical Outcomes
Enforcer	High	Low	People are unruly, selfish, and shortsighted; need strict discipline	Comes across as disrespectful; only a small percentage thrive, most feel alienated or fail
Protector	Low	High	People are fragile and need to be shielded from difficulty	Offers comfort but little challenge; results in “fake status” and does not foster real growth or respect
Mentor	High	High	People are capable of growth and achievement when properly motivated and supported	Fosters authentic accomplishment, respect, and long-term motivation; reduces disparities and increases excellence for all

The Science Behind Effective Motivation and the Mentor Mindset

A large number of research, including the foundational work of Edward Deci and Richard Ryan, the architects of self-determination theory, shows that how leaders set up workplace conditions has a profound effect on employees’ ability to thrive, grow, and deliver their best work. Their studies reveal that excellence is not simply achieved through high standards or rigid rules alone, but when combined with personal support, honest feedback, and genuine opportunities for autonomy, people’s motivation and performance increase dramatically.

High standards paired with support Matter. When leaders and managers clearly communicate high expectations but also signal trust (“I know you can do this”), they help employees push past their comfort zones without becoming overwhelmed. Support in this context means more than just being available for questions. Those are great but a more passive approach. Support for a Mentor is about actively giving people the resources, coaching, and encouragement needed to meet those raised standards. This blend fosters “optimal challenge”, where employees are stretched, but not set up to fail. When people are given challenging tasks with the message that their growth is both seen and supported, they experience higher engagement and are more likely to persevere after setbacks, a critical factor in long-term career development.

Deci and Ryan’s research highlights the power of even small gestures in shaping motivation and resilience. For example:

Clarifying feedback intentions: When managers frame their critiques with explicit statements like, “You’re receiving this feedback because I believe in your potential to improve,” recipients are less likely to become defensive and more likely to revise their work and embrace the learning process.

Inviting participation: Including team members in decisions that affect their daily work, asking for their input, soliciting solutions, or delegating meaningful responsibilities. These actions create a sense of ownership and belonging.

Expressing belief in capability: Even small signals of trust and confidence, such as encouraging notes or verbal affirmations, can spark increased effort, initiative, and loyalty.

Intrinsic Need Satisfaction: The Core of Motivation

Expanding these findings, another research by Baard, Deci, and Ryan specifically demonstrates that fulfilling three core psychological needs: autonomy (the freedom to make meaningful choices), competence (the ability to master tasks), and relatedness (connection to others), predicts improved workplace performance and overall well-being.

1. Autonomy: Employees who are trusted to approach problems in their own ways report higher job satisfaction and creativity.

2. Competence: Regular, honest feedback helps people see their progress and pinpoint areas for further growth.

3. Relatedness: When people feel understood and connected to others at work, motivation shifts from compliance to genuine engagement.

These needs are universal. The research shows that whether someone is a recent graduate, a mid-career switcher, or a seasoned professional in a new environment, environments that meet these needs result in better psychological health, stronger commitment, and superior outcomes, both for individuals and organizations.

A recent study by Yin-Che Chen and Ching-Ching Chai advances our understanding of workplace mentorship by introducing and validating a “two-way mentorship scale” that reflects the changing demands of modern organizations. Recognizing that traditional, hierarchical models, where knowledge flows solely from experienced mentors to novices, are no longer sufficient in fast-evolving, technology-driven work environments, the researchers developed and tested a framework that captures mentorship as a dynamic, mutual relationship. Their scale evaluates three core dimensions: career development, psychosocial support, and role modeling, carefully measured for both reliability and validity. The findings demonstrate that when mentorship is seen as a reciprocal process, with knowledge, feedback, and responsibility exchanged in both directions, participants not only improve core competencies and adaptability but also increase organizational performance and innovation. The research highlights that two-way mentorship is especially effective in developing the “new generation” competencies prized by today’s enterprises, such as technological fluency, ongoing personal learning, and collaborative skills, making it a vital model for fostering growth among both new and seasoned professionals.

Conclusion: Leading Like a Good Host

Just like planning a meaningful dinner for someone special, leadership is not about controlling every element or shielding the experience from messiness. It’s about creating the right balance of structure and freedom, of high standards and warm support. You don’t host a memorable evening by policing your guest’s every move or by doing everything for them. You make it great by inviting them into the moment, trusting them to participate, and creating space for shared experience, even if things get a little messy along the way.

The same goes for managing people, especially those who are new to their roles or careers. The multiple research in this matter is clear: people grow best in environments where they are challenged and supported, respected and encouraged, free to fail and trusted to recover. The mentor mindset, where you set the bar high, offer real support, and believe in people’s ability to rise, consistently outperforms both harsh enforcement and overprotection. It leads to deeper learning, stronger motivation, and more resilient individuals and teams.

So the question is this: as you lead, are you aiming to impress, control, or connect? Are you hosting your team the way they need, or the way that feels safe for you? The future of your team may hinge on seemingly small daily choices, but, as we’ve learned from both Back to the Future and behavioral science, those small choices often shape everything.

Set the table. Invite them in. Share the process. And when they stumble, be the kind of leader who helps them get back up, not because it’s easy, but because you believe they’re worth it. You should treat them how you wish you were treated, be the most invested in their development, train them to replace you someday, that's the only way you and your company will grow and move forward.