What ‘Ted Lasso’ can teach leaders about motivation
Titular character Ted Lasso from the Apple TV show "Ted Lasso" inspired an ASU business professor to study what he calls the "Lasso Effect" — how a leader’s belief and emotional energy can spread through teams, shaping motivation and performance. Image courtesy of IMDB/Apple TV
When “Ted Lasso” first bounced onto screens in 2020, it wasn’t just the mustache, locker room antics or the one-liners that stuck — it was the infectious optimism. The show’s central question was deceptively simple: What happens when a leader’s belief in people is so genuine that it starts to spread?
That pop-culture curiosity has now inspired serious scholarship, thanks to research from Arizona State University’s Christopher P. Neck, a professor of management and entrepreneurship in the W. P. Carey School of Business.
Neck co-authored a conceptual paper with three other scholars titled “The ‘Lasso Effect' – Toward the Development of a Theory of Motivational Contagion.”
Drawing directly from the spirit of the Apple TV hit, which will air its fourth season this August, the idea is that motivation doesn’t stay neatly contained within individuals. Instead, a leader’s energy, mindset and purpose can ripple outward, shaping how teams feel, perform and persevere. Sort of like a virus, but a good kind.
Most people have experienced a version of the Lasso Effect without realizing it, Neck says. Think of a manager whose mood in the first few minutes of a Monday meeting determines whether the team feels energized or deflated for the rest of the week. Without saying a word about motivation, that leader has already set it in motion.
This research arrives at a pivotal moment. As hybrid and remote work continue to redefine how teams connect, organizations are grappling with how to sustain engagement without shared physical space.
Here, Neck unpacks how “Ted Lasso” sparked a new way of thinking about motivation and what leaders can learn from a fictional soccer coach.
Note: Answers have been edited for length and/or clarity.
Question: You coined the term “Lasso Effect” after the “Ted Lasso” series. Can you define what it means and what the show reveals about leadership that existing management theories were missing or underplaying?
Answer: The Lasso Effect is the idea that motivation can be pulled out of people simply by being around someone who genuinely believes in them, shows energy and keeps showing up with hope. When Ted Lasso first walks into the AFC Richmond locker room, he brings almost no soccer knowledge with him. What he does bring is a handmade “Believe” sign and an unwavering faith in people who clearly do not believe in themselves yet. That moment sets the tone for the entire series and quietly asks a powerful question: What if belief itself is a leadership tool that spreads from person to person?
In Ted Lasso, we see this play out again and again. Ted does not bark orders or threaten consequences. Instead, he believes in players before they believe in themselves. What the show reveals, and what leadership theory has often underplayed, is that motivation is not just something happening inside one person’s head. It lives between people. The Lasso Effect captures how motivation becomes a group force once it starts circulating.
Q: You describe motivation as something that can spread “like a virus.” How does motivational contagion actually work inside teams, especially in hybrid or remote settings where people aren’t physically together every day?
A: Motivation spreads through exposure. When people see effort, optimism and persistence modeled by others, they tend to mirror it. In “Ted Lasso,” this is clear when the locker room begins to change. Early on, players roll their eyes at Ted’s positivity. Over time, small moments add up. Ted showing up early. Ted staying calm after losses. Ted celebrating small wins. Eventually, players … start modeling that same energy with teammates. In hybrid or remote teams, this works the same way. Tone in messages, energy in meetings, responsiveness and follow through become the new locker room cues. A leader who shows up energized on Zoom, follows up quickly and celebrates progress sends a signal that motivation is the norm here. People unconsciously adjust to that signal, even when working miles apart.
Q: Energy is often dismissed as a “soft” leadership trait. What does your research show about the tangible impact a leader’s emotional energy has on performance and well-being?
A: The research shows that a leader’s emotional energy has very real, measurable effects on how people perform and how they feel at work. Studies suggest that when leaders consistently display positive energy such as enthusiasm, optimism and genuine engagement, that energy spreads through the team and increases effort, persistence and focus.
In “Ted Lasso,” … Ted’s energy affects the team after setbacks. Losses do not spiral into blame or burnout because Ted reframes them as learning moments. That emotional tone helps players stay engaged rather than defeated. Research also indicates that shared emotional energy supports well-being by reducing burnout and emotional exhaustion. Teams led by energized leaders tend to stick with challenges longer, recover faster from setbacks and experience greater satisfaction at work. What looks soft on the surface turns out to be a powerful driver of both performance and health.
Q: Hybrid work has changed how teams connect and read one another. What leadership behaviors amplify the Lasso Effect in virtual environments — and what behaviors shut it down?
A: The Lasso Effect grows when leaders are visible, consistent and human. Ted Lasso is rarely the smartest soccer mind in the room, but he is always present. He listens. He remembers birthdays. He checks in one-on-one. In virtual environments, similar behaviors matter even more. Turning cameras on, acknowledging effort, showing curiosity and expressing belief out loud all amplify the effect. What shuts it down is silence, emotional flatness and purely transactional check-ins. In virtual teams, leaders have to be intentional about signaling energy and belief because people are constantly reading cues, even through screens.
Q: Your research links motivation not just to productivity, but also to equity. How can shared motivation help level the playing field for employees who may feel less visible or less connected in hybrid workplaces?
A: Shared motivation acts like a spotlight that moves around the team instead of staying fixed on a few stars. In hybrid workplaces, this matters even more. Leaders who publicly recognize effort, invite participation and spread encouragement help ensure motivation reaches everyone, not just the loudest voices. Motivation becomes something people receive, not something they have to fight for on their own. That helps level the playing field.
Q: For leaders who don’t see themselves as naturally charismatic or high-energy, what are one or two practical ways they can intentionally create a Lasso Effect on their teams?
A: You do not need a big personality. You need consistency. Ted Lasso is not flashy or overpowering. He is steady. First, model effort. Show that you care through preparation, follow through and presence. People copy what they see. Second, express belief out loud. Ted constantly tells people he believes in them, even when they struggle to believe in themselves. Simply telling someone you trust their ability to handle a challenge can be incredibly powerful. Motivation grows when leaders are authentic, reliable and visibly invested in their people.
The Lasso Effect ultimately invites leaders to rethink a common question. Instead of asking, “How do I motivate my team?” the better question may be, “What kind of energy am I spreading when I show up each day?”
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