We recently worked with a client organization on enhancing organizational performance through a series of consulting sessions and a three-day training intervention. One moment from that engagement continues to resonate deeply.

Among the participants was an employee who seemed quietly detached, attentive, yet disengaged. We didn’t single her out; instead, we placed her in a group that radiated enthusiasm and purpose.

For two days, she remained an observer. Then, on the third day, something remarkable happened. She became fully present: participating, expressive, and confident. The once-quiet observer had found her rhythm.

The moment reminded me of coupled oscillation — a principle in physics where a stationary wheel begins to spin when surrounded by other moving ones. Human behavior often mirrors this law of motion. Within teams, enthusiasm, collaboration, and shared purpose can act as energy transfer mechanisms, sparking engagement in even the most reserved individuals. Psychologists call this emotional contagion — the subtle, often unconscious process through which energy, attitudes, and emotions spread across groups.

But here lies the leadership paradox: coupled motion is not perpetual motion. When the original energy source stops, movement naturally fades — what psychologists call extrinsic motivation decay. The spark borrowed from others must evolve into intrinsic energy if it’s to endure.

This is where leadership and organizational design intersect. The role of leaders is not merely to ignite action but to sustain momentum by fostering an environment of learning, reflection, psychological safety, and growth. When employees are driven solely by external enthusiasm, recognition, or pressure, the energy remains conditional. Once those stimuli fade, performance and engagement can recede with them. On contrary, when individuals begin to find personal meaning in what they do, the borrowed flame transforms into their own fire making them resilient, regenerative, and self-driven.