Passion is not a nicety or a powerful range of emotions. It is a necessity. Like threads of inner currents of desire, passion when woven together tightly is strong enough to support dreams. True passion involves honestly compelling to something about which you feel deeply, and remaining unswerving through difficult circumstances.
It is rather ironic that for a passionate leader at work, passion is often associated with what happens to him when he doesn’t have it. Lack of energy, loss of creativity, lessened motivation and eventually burnout. There are two primary leadership responsibilities. The leader is accountable to himself for sustaining his own passion, for his role as a leader and for work in general. Secondly he is accountable to the team to help each member create, unclog or sustain their passion for their work.
To build an extraordinary team, leaders got to light the cutting edge drives, to get them to feel passion about the company and connect to his vision. Passion is such a crucial part of being a great leader that if you don't have it, you simply can't be a great leader. A very good way to prove this would be to think of all the great leaders throughout the eternities and try to name one that did not have passion.
So every company demands leaders to be oozing of passion at work.
But, what is passionate leadership at work really about?
Passionate leadership is about an innate belief in better opportunities and unusual outcomes.
The ability to intellectualize a vision to connect to the authenticity of the employees in the organization’s current experience as well as the hope and aspirations for the future is vital. Fundamentally it has to connect to the heart as well as the head. The ability here is also to convey both the sense of significance and perseverance of the journey to new and better futures is critical.
Passionate leaders share the ideals.
They move beyond vision and mission declarations and not only depict values in written statements and programmes but also in their everyday rapport. Leadership highlights how each and every employee is valuable and important. How values are communicated and lived in everyday speech is vital if passionate leaders are to create a shared sense of moral purpose.
Passionate leaders set examples and standards that are possible.
They influence employees by their individual standards, of what can be accomplished and they behave ethically. They set clear goals that are achievable and encourage employees to meet them.
Passionate leaders are enthusiastic for the long term.
They build in workable approaches to learning and administrative development. Leaders inhibit a belief system that all employees can achieve targets and that they will. And manage to sustain their passion throughout. If a difficult situation has shattered the employees confidence levels, here the leader acts like the knight in shining armor. He cannot get the benefit of doubt to breakdown like others since that will ultimately lead to a blackout situation.
Passionate leaders are data informed and not data driven.
Data driven is to react to temporary performance results and incline all efforts in that direction. Data informed means they use quantitative data as analytic information but also balance it with qualitative insights. Evidence and conclusion are necessary to build a holistic picture of an employee’s progress in order to develop strategies and approaches.
Passionate leaders care in a constructive way.
They care to make a difference. Care is synonymous to lax and blase. But leaders look after the person as an individual and challenge their performance, attitude and commitment.
Moving from a relaxed and satisfactory environment to one of high achievement and challenge often implicates personal and professional challenge. That takes audacity not to accept the status quo. Moving from a sailing company to a high-achieving company is monotonous and difficult. And only passionate leadership at work can make this process defined and achievable.