May 2019
Intermediate to advanced
272 pages
4h 10m
English
Much has been written on a leader’s role in motivating, engaging, and bringing out the best in others. Yet research suggests there is still much more that could be done. Frequently cited is the 2014 Deloitte study, which found that “up to 87% of America’s workforce is not able to contribute to their full potential because they don’t have passion for their work.”1 This passion gap is important because “passionate workers are committed to continually achieving higher levels of performance.” Robert Kaplan, author of What You’re Really Meant to Do states that “numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the ...