Inspirational Leadership: Purpose and Passion at the Core

August 2025

When people are asked to name the most inspirational leaders, they often point to prominent athletes, politicians, entrepreneurs and celebrities. Perhaps these individuals come to mind because of notability related to key accomplishments, connections to shared interests/aspirations, social influence, and even fame. Regardless of the reason(s) why such leaders inspire others, many often desire to embrace the leadership qualities they model. In some cases, those regarded as inspirational leaders by some may infuriate others due to a disconnect with personal values or beliefs.

Day-to-day industry leaders at all organizational levels have also greatly inspired us through continued disruption and uncertainty. Examples include:

• Company leaders modeling the way
• Employees executing deliverables above and beyond to support customers and colleagues, while demonstrating positive behaviors and embodying our values
• Mentors nurturing the growth and well-being of others
• Teams positively impacting the communities they serve

Regardless of organizational role or level, all industry leaders have the potential to become inspirational leaders. Over the past month, I explored the topic of inspirational leadership through three distinct lenses: research, academia and industry.

Research

The lack of current research data related to the percentage of leaders viewed as “inspirational” was surprising. Likewise, “transformational” and “inspirational” leadership continue to be referenced similarly in the modern-day workplace. Although current research is limited, historical data compiled via artificial intelligence review suggests that between 48 and 56 percent of leaders may be perceived as inspirational, depending on how the term is defined by organizations (e.g., shared vision, and instilling hope, or trust).

Gallup's 2025 Global Insights Leadership report shows “hope” as a critical component of inspirational leadership, with respondents indicating some interesting findings:

• 56 percent view hope as a primary need of followers worldwide
• 64 percent need to see hope from organizational leaders
• 33 percent of followers thrive without a hopeful leader; 38 percent thrive when the need for hope is met
• 34 percent say workplace leaders have the greatest positive impact on their lives

While familiar, hope is regaining traction as a critical attribute as organizations increasingly rely on leaders to guide teams through future disruptions and emerging possibilities. Research on the hard financial impacts of hopeful leadership is expected in the future. There is strong research support that inspirational leaders tend to have higher-performing teams, talent retention and employee engagement, along with more productive partnerships and results.

Academia

My journey also included insights gained from Adam Galinsky, a professor of leadership at Columbia Business School. A recent article in Inc.com highlighted decades of Galinsky’s work that has focused on what makes some leaders inspiring and others infuriating.

Galinsky’s new book, Inspire: The Universal Path for Leading Yourself and Others, outlines three universal qualities that define inspirational leaders as follows:

1. Visionaries communicate the big picture and future possibilities.
2. Exemplars model productive leadership behaviors and ways of working.
3. Mentors bring out the best in others.

As a result of his work, Galinsky says, “We all exist on a continuum of inspiring to infuriating. This means that we aren’t born inspiring. Instead, it is our current behavior that inspires or infuriates. The good news is we can become more inspiring just by putting the above-mentioned qualities into practice.”

It is through practicing these three simple and universal qualities that Galinsky believes leaders can become a better version of themselves while also bringing out the best in others. For additional perspectives from Galinsky, listen to his podcast titled “Are You an Inspirational Leader?”

Industry View

I have been fortunate to work with many inspirational leaders. When asked what makes a leader inspirational, the list of qualities is both long and diverse. Overall trends in how inspirational industry leaders navigate the day to day can be captured through how they lead themselves, serve others and contribute to the organization. The list below is not exhaustive.

Why It Matters

There are differing views as to whether inspirational leaders are born or can be developed. While each of us may possess natural characteristics of inspirational leadership, Galinsky reminds us that leaders are not born inspiring. When asked what type of leader someone aspires to be, it is not unusual to hear, “I want to be an inspirational leader.” For those newer to leadership roles, it is critically important to examine one’s personal philosophy and values, as well as commitment to being an inspirational leader.

Inspirational leadership is not easy and is earned throughout one’s career. It is not about a title or position, nor about the ability to delegate or lead discussions. Inspirational leadership is about being vulnerable, putting oneself out there, and having courage when others may not.

Below are a few aspects about being an inspirational leader that are most often learned versus anticipated. And these aspects often serve as additional hats an inspirational leader must wear.

• Hat #1: Tinker
  • Imagine possibilities when others can’t see the future
  • Embrace the unknown and find opportunities in disruption
  • Test and learn until you run out of possibilities
    
    
• Hat #2: Storyteller
  • Be vulnerable; share a piece of your history to bring out the best in others
  • Tell stories to help others self-discover and problem-solve

• Hat #3: Trailblazer
  • Refocus “failure” as an opportunity instead of raising the surrender flag
  • Leverage the hot seat to launch new ideas

Where to Start

Inspirational leadership can be developed, but there is no magic formula or list of required actions. Most importantly, aspiring inspirational leaders should craft an approach personalized to their own needs and career trajectory. Having self-awareness of how one is currently perceived as an inspirational leader can provide insights into strengths and opportunities for further development. Having a strong support system or “personal board of directors” will help to provide additional perspective, feedback and guidance. Check out the key questions below to ask, along with how to prepare.

LIMRA and LOMA is committed to advancing the industry by providing the education and resources necessary to support next-generation executives in navigating the ever-changing landscape.

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