Entry 120: Motivating Teams in Parks and Recreation: How Great Leaders Inspire Staff from Within

 

Effective leadership in parks and recreation is about more than just overseeing operations—it's about understanding what drives your team. To be successful, supervisors must understand how to motivate employees in meaningful and individualized ways. This involves balancing both extrinsic and intrinsic motivators to foster a high-functioning, engaged workforce.

Understanding Motivation: Intrinsic vs. Extrinsic

Extrinsic motivation refers to external rewards such as paychecks, vacation time, or public recognition. While these incentives are important, they may not resonate with every employee. Intrinsic motivation, on the other hand, comes from within. It includes pride in mentoring others, the satisfaction of completing a task, and a sense of belonging on a team (Arnold et al., 2012, p.111). Leaders who understand these distinctions are better equipped to connect with their staff, acknowledge their contributions, and boost overall workplace morale. At the heart of intrinsic motivation are five key needs: Physiological, Safety, Social, Esteem, and Self-Actualization—all essential to meaningful employee engagement.

 

Supporting Existence Needs: Physiological and Safety

An employee's physiological needs include basics like food, water, and shelter. In the workplace, this translates to offering appropriate break times, access to meals, and comfortable spaces to rest. Meeting these needs can significantly improve morale and productivity. Safety needs relate to physical and psychological well-being. Employees should feel secure not only from physical harm but also from job-related anxieties. Creating a culture of psychological safety, strong coworker relationships, and reliable communication helps eliminate distractions and allows staff to focus on their work.

 

Fostering Belonging: Social Needs

The relatedness need focuses on an employee's sense of social connection. In parks and recreation, staff often work long hours side by side—and may even live together in seasonal or residential environments. A cohesive team culture is critical. Supervisors can nurture this by organizing staff dinners, group outings, or team-building activities. These experiences strengthen bonds and build trust, which reduces internal conflict and increases team cohesion.

 

Promoting Growth: Esteem and Self-Actualization

Esteem needs revolve around self-respect and the feeling of being valued. Simple acknowledgments—like thank-you notes, public praise, or “Employee of the Month” recognition—can go a long way in making team members feel appreciated. Self-actualization, the highest level of intrinsic motivation, involves helping employees reach their full potential. Assigning meaningful challenges, encouraging innovation, or giving staff the opportunity to lead projects can fulfill this need. When employees are empowered to leave a legacy or stretch their capabilities, engagement and performance soar.

 

Putting It All Together

Great supervisors don’t just manage—they mentor, support, and inspire. By intentionally addressing the five intrinsic motivational factors—Physiological, Safety, Social, Esteem, and Self-Actualization—leaders in parks and recreation can create more motivated, productive, and fulfilled teams. We’ve all had long days where energy dips and motivation wanes. It’s in those moments that intentional leadership matters most. A supervisor who ensures people feel safe, valued, and challenged creates an environment where employees can thrive.

 

References

Arnold, M. L., Glover, R. B., & Beeler, C. S. (2012). Human resource management in recreation, sport, and leisure services. State College, PA: Venture Publishing.

 

Authors: Patrick Rood & Michael J. Bradley