Purpose This paper aims to examine how peer communication can help foster motivation in self-managed groups. Design/methodology/approach To better understand this framework, the authors use two well-supported theories – Motivating Language Theory to provide a framework for understanding peer communication and Substitutes for Leadership Theory to explain the focus on coworkers. Findings Examining these two theories together has resulted in a practical, theory-based guide for how employees can use peer communication to improve workplace results in self-managed organizations. Research limitations/implications Peer Motivating Language (PML) extends motivating language to peer contexts. Empirical evidence remains limited, especially longitudinal research in self-managed teams. Future studies should examine boundary conditions, underlying mechanisms, and potential downsides, using multi-level and experimental designs to better understand PML’s long-term impact on motivation and performance. Practical implications Organizations with self-managed teams can strengthen motivation by intentionally fostering PML. This includes raising awareness of peer influence, embedding communication norms, integrating PML into onboarding and training, and reinforcing it through check-ins and reward systems. By formalizing peer communication expectations and aligning them with culture and incentives, organizations can sustain engagement and cohesion without relying on hierarchical supervision. Originality/value This framework shifts motivation from leader-centric to peer-driven dynamics, offering a structured, research-based explanation of how everyday coworker communication sustains motivation in self-managed organizations.
Hanke et al. (Mon,) studied this question.