Written by Cari Borden
If you’ve ever wondered why some employees practically sprint toward goals while others move with the enthusiasm of a sloth on a Monday, Victor Vroom has the answer. No, not “more pizza parties,” not “mandatory fun,” and definitely not “because Gen Z wants beanbags.”
It’s Expectancy Theory, and it’s one of the most practical (and most overlooked) tools leaders can use to understand motivation theirs and everyone else’s.
This is your guide to recognizing it, using it, and leveling up your leadership skills without turning into a motivational poster.
What Vroom Was Really Saying (Without the Academic Headache)
Expectancy Theory boils down to one simple equation:
**Motivation =
- “Can I do this?”
- “Will it matter?”
- “Is it worth it?”**
That’s it.
Three psychological green lights.
Let’s break them down in everyday workplace language:
1. Expectancy: “Do I Believe I Can Pull This Off?”
Employees need to feel capable. If a task feels like climbing Everest in flip-flops, motivation tanks. No amount of “Let’s circle back” fixes that.
Leaders, ask yourself:
- Have I given the training, clarity, and support needed?
- Am I assuming someone “should know” something they actually don’t?
2. Instrumentality: “If I do this well, will it actually count?”
This is where trust comes in. People must believe their effort leads to a real outcome recognition, reward, advancement, or even just genuine appreciation.
Leaders, ask yourself:
- Do I follow through on what I promise?
- Do I reward performance… or proximity?
(Sorry, someone had to say it.)
3. Valence: “Do I even want the thing you’re offering?”
Not everyone wants the same “carrot.”
Some want growth, some want stability, some want flexibility, and some want to stop attending meetings that could’ve been two sentences in an email (relatable).
Leaders, ask yourself:
- Did I ask what matters to them, or am I assuming?
- Is the reward meaningful… or is it another mug with the company logo?
How to Recognize Expectancy Theory in Real Time
You’ll see it everywhere once you know what to look for:
⬤ The disengaged employee who “used to be a star.”
→ Check Expectancy. Have things changed that made the task harder?
⬤ The employee who says, “Why bother?”
→ Check Instrumentality. They don’t believe good work will equal good outcomes.
⬤ The employee who completes tasks but hates every second of the reward.
→ Check Valence. They don’t value what you think they should value.
⬤ The team member who excels in one area and drags in another.
→ Expectancy and Valence are task-specific. Motivation isn’t one-size-fits-all.
How Leaders (and Future Leaders) Can Grow Using This Theory
1. Audit Your Leadership Promises
People don’t follow leaders they don’t trust.
Start with your follow-through. Be predictable in the best way.
2. Create a “Menu of Motivation”
Not everyone wants the same reward.
Offer options: development opportunities, public recognition, schedule flexibility, stretch assignments, cross-training, or creative projects.
3. Build Confidence With Micro-Wins
Break tasks into steps that allow employees to build quick success confidence fuels expectancy.
4. Remove Roadblocks You Didn’t Realize You Created
Outdated processes, unclear expectations, or bureaucratic “because we’ve always done it this way” nonsense silently drains motivation.
5. Check Your Own Expectancy Formula
Leaders get burned out too.
Ask yourself:
- Do I believe I can pull this off?
- Does my effort matter?
- Do I actually want the outcome?
Your motivation matters. Employees can tell when your tank is empty.
A Quick Self-Assessment (Cari Style)
Ask yourself honestly:
- Do people know what “good” looks like?
- Do they believe I’ll notice if they do great work?
- Do they trust that the outcome is worth it?
- When was the last time I asked what motivates them?
- When was the last time I asked what demotivates them?
If any answer makes you uncomfortable… congratulations. That’s where your growth begins.
The Bottom Line
Motivation isn’t magic.
It’s not luck.
It’s not generational drama.
It’s a formula.
And when leaders understand Vroom’s Expectancy Theory, they stop guessing and start leading with clarity, trust, and connection.
Which, frankly, is exactly what today’s workforce is begging for.
Lead With Your Heart 
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