Motivators include job satisfaction, recognition, and opportunities for advancement and growth. Environmental factors, such as safety and security, good relations with peers, and pleasant facilities, are motivators and job satisfiers. Each of these job satisfiers can be controlled either directly or indirectly by the leader. Role theory, part of social systems theory, strongly influences the idea of motivation and job satisfaction.

Individual behavior in organizations results from the roles individuals are assigned to play, the expectations of each role, and the personality and need disposition of the individual. The organization defines the roles and expectations for the system whereas the individual interacts with the system according to personality and need disposition. We use the term equilibrium to describe a quid pro quo relationship that produces a satisfying, lasting, and productive agreement.

Conflict can also occur when the individual's needs are not met by the role or role expectations of the organization. The two-factor model of motivation, adds job enrichment variables and reduces hygiene factors to better promote individual growth needs and interpersonal relations. Job enrichment focuses on work itself and when individuals are well treated, are recognized or rewarded for their contributions, and are valued for their knowledge and skills, their morale and job satisfaction increase.