DEFINING PASSIONATE LEADERSHIP: AN ASSESSMENT OF EFFECTIVENESS

Abstract

Leadership is a widely studied discipline, with various styles and theories recognized and their efficacy argued. Currently, transformational leadership is often viewed as a positive impact leaving theory. Researchers such as Robert Vallerand have also ventured to explore passion and break down what makes passion a positive or negative factor in a person's life. However, little scholarly research discusses the cross-section of passion and leadership and how this could be an effective leadership style. This research aims to define passionate leadership, create a theory based on current research on these two subjects, and expand on the rare passionate leadership studies that exist. It also seeks to determine if passionate leaders effectively impact followers and, potentially, the workplace. This research required closely evaluating previous scholarly leadership and passion research through grounded theory. Grounded theory is used to tie together secondary research by creating common themes or codes to determine overall significance. The codes used in this research were basic leadership information, effective leadership, passion definitions, and fields and careers. Through the review of data, conclusions were found when codes overlapped and information became repetitive. For example, preliminary research showed that harmonious passion, as opposed to obsessive, is the target passion leaders should desire to embody to experience success. Overall, creating a definition can expand the leadership studies field and thus improve the workplace. Many people have passion for what they do, have the opportunity to lead, and can leave positive impacts because of it. If employers can understand the benefits of passionate leadership and in which career fields these leaders are most important, they can build training that improves culture and employee wellbeing.