The Enneagram at Work: Why Motivation Matters More Than Behaviour.
Most leadership models focus on behaviour. The Enneagram begins at a deeper level: motivation.
Because behaviour is what we do — but motivation is what drives us on autopilot, especially under stress.
A lot of leadership advice is behaviour management — communicate better, be more decisive, delegate, listen, repeat. Useful… until pressure hits.
Because under pressure, we don’t lose our skills. We lose our choice.
We revert to what we reach for when something important feels at stake. The thing we protect. The thing we chase. The thing that makes us feel secure enough to lead.
That’s where the Enneagram belongs in leadership — not as a personality label, and definitely not as a box.
More like a mirror.
A way of seeing the strategy you default to when it matters most.
At its heart, the Enneagram is a map of why we do what we do. Not personality as behaviour, but personality as motivation — the often unseen driver shaping how we decide, relate, and lead.
And when leaders understand their motivation, awareness returns. With awareness, leadership stops being reactive and starts becoming intentional.
What follows are nine motivations — and a few familiar ways they can show up at work. Read them gently. The point isn’t to label yourself or your team. It’s to get curious about what you’re trying to secure when the stakes rise.
Type One – Motivated by Integrity.
“I want to be good and do the right thing.”
Core drive: to be good, right, and responsible.
Ones lead with standards. They elevate quality, ethics, and discipline. If your team needs structure and clarity, you want a One. They’re motivated by a deep need to improve what isn’t working and to do things properly.
They’ve spotted the typo, the loophole, the ethical risk, and the thing no one else wanted to name.
In a meeting: “This is good… but we need to tighten it.”
Leadership question: How do I hold high standards with flexibility and self-compassion?
Go-to line: “If we do it properly, it will work.”
What’s really happening: They’re protecting integrity and correctness.
Type Two – Motivated by Connection.
“I want to be valued and appreciated.”
Core drive: to matter through helping and contribution.
Twos lead with care. They build loyalty, culture, and emotional safety. They remember what matters to people and they show up — often before being asked. Teams frequently feel seen and supported around Twos.
They notice what isn’t being said and bring it into the room.
In a meeting: “Before we move on — how is everyone feeling about this?”
Leadership question: How can I stay connected to my own needs and still show up generously for others?
Go-to line: “I’ll just handle it.”
What’s really happening: They’re securing connection and appreciation.
Type Three – Motivated by Success.
“I want to be valuable and effective.”
Core drive: to achieve and add value.
Threes lead with momentum. They clarify goals, raise performance, and turn ideas into outcomes. They’re often the reason something actually launches.
They move the group from discussion to action.
In a meeting: “Okay — what’s the decision and who owns it?”
Leadership question: How can I slow down and still achieve — without losing what actually matters?
Go-to line: “Let’s keep this tight and move.”
What’s really happening: They’re securing worth through achievement.
Type Four – Motivated by Depth.
“I want to be true to myself.”
Core drive: to create meaning and depth.
Fours lead with emotional intelligence and originality. They bring creativity, nuance, and the ability to name what others sense but avoid articulating.
They reconnect the group to purpose.
In a meeting: “I’m not sure this aligns with who we’re trying to be.”
Leadership question: How do I honour depth while staying grounded and steady?
Go-to line: “Something about this feels off.”
What’s really happening: They’re securing meaning and authenticity.
Type Five – Motivated by Competence.
“I want to understand and be capable.”
Core drive: to know enough and preserve energy and autonomy.
Fives lead with insight. They think deeply, spot patterns, and bring clarity to complexity. When others react, Fives often stabilise through understanding.
The room pauses — because they’ve usually thought it through.
In a meeting: “There’s a flaw in that assumption.”
Leadership question: What would change if I shared what I know before I feel completely ready — and where might engagement be more useful than continued observation?
Go-to line: “Let me think about it.”
What’s really happening: They’re securing clarity, energy, and competence.
Type Six – Motivated by Security.
“I want to feel safe and supported.”
Core drive: to prepare, prevent risk, and build trust.
Sixes lead with responsibility and loyalty. They anticipate problems, pressure-test plans, and strengthen systems. Many teams rely on Sixes more than they realise.
They make risk visible so it can be managed.
In a meeting: “What’s the worst-case scenario — and what’s our plan if that happens?”
Leadership question: What would I do if I trusted myself a little more here?
Go-to line: “Let’s sanity-check this.”
What’s really happening: They’re securing safety through preparedness and trust.
Type Seven – Motivated by Freedom.
“I want to stay open to possibility.”
Core drive: to feel energised, optimistic, and unboxed.
Sevens lead with vision. They generate ideas, reframe problems, and help teams move forward when things feel heavy or stuck.
Energy lifts. Options appear.
In a meeting: “What if we tried something completely different?”
Leadership question: Can I stay with this long enough to finish what matters?
Go-to line: “We’ve got options.”
What’s really happening: They’re securing freedom through possibility and momentum.
Type Eight – Motivated by Autonomy.
“I want to stay in control of my life.”
Core drive: to be strong, self-directed, and protected.
Eights lead with decisiveness and courage. They address conflict directly, make tough calls, and protect their people fiercely.
They cut through noise and get to truth.
In a meeting: “Let’s be honest — this isn’t working.”
Leadership question: How can I lead with strength and allow myself to be seen?
Go-to line: “Say it straight.”
What’s really happening: They’re securing autonomy, impact, and protection.
Type Nine – Motivated by Harmony.
“I want peace, steadiness, and connection.”
Core drive: to keep things stable and maintain harmony.
Nines lead with calm and perspective. They integrate viewpoints, lower tension, and create steadiness during change.
They help the group settle and reconnect.
In a meeting: “I can see both sides here".
Leadership question: What’s important enough to speak up for, even if it creates discomfort?
Go-to line: “Let’s not rush this.”
What’s really happening: They’re securing peace, inclusion, and stability.
Final Thoughts.
If you recognise yourself in one of these types, you haven’t been “boxed in.”
You’ve been given a mirror — and maybe a little more choice.
The Enneagram isn’t about fixing leaders. It’s about noticing what you reach for when the pressure is on, and what else becomes available when you can pause and soften the grip.
Leadership doesn’t grow through more effort. It grows through awareness and self-observation.
Through understanding what you’re trying to secure — and learning how to lead with it, not from it.
That’s the work beneath the work.
Here’s to making the invisible visible.
Warm wishes,
Lori