If the biggest clues are in the story (things appear worse since the lay-offs) then it's useless trying to deal with the symptoms without dealing with the cause. When initiative &amp; the passion for the cause wanes, it's only retrievable when the passion violation has been dealt with.
So, first things first:
• Engage. Let messy be messy. Give staff permission to discuss their feelings. Anger, shock, disappointment, grief; any -ve emotion needs space to be articulated &amp; acknowledged appropriately
• Next, Listen. Actively. The silence is often the killer; where people have to carry on working as if nothing happened because they feel they can't talk about it. Listening means people are free to express their unease without feeling like a turncoat, insubordinate or cannon fodder
• Recommit. Whether we like it or not, redundancies violate The Contract; ie, "I work for you &amp; you give me ££." Affirmation &amp; recommissioning can help heal the bruise of "If we keep our side of the bargain &amp; you get rid of us, what does that say about you &amp; me…??"
With all that in place, then you can start to think about re-envisioning &amp; strategising about who best to take the lead with behaviours that inspire culture change, or launch motivations that encourage leadership AND followership.