I chose the term "Sustainable Personal Passion" to denote a non-work activity that you are passionate about, but not obsessed with. It closely connects to the concept of “Serious leisure”, coined by professor Robert Stebbins (University of Calgary): “the systematic pursuit of an amateur, hobbyist, or volunteer core activity that is highly substantial, interesting, and fulfilling and where, in the typical case, participants find a career in acquiring and expressing a combination of its special skills, knowledge, and experience”. All sustainable personal passion is around a serious leisure activity, but not all serious leisure is experienced as sustainable personal passion. ​

Sustainable personal passion covers all activities, from triathlons, cycling, running, to kitesurfing, to playing an instrument, to line dancing, to volunteering. 

But sustainable personal passion is not merely running ​every morning for good personal maintenance: it’s identifying as a runner, training for races, connecting with the runner community. ​It is not strumming on the guitar chords once in a while with friends and wine: it’s playing the guitar in an amateur band. It’s not volunteering by donating your time only, but by developing a prized skill in your specific volunteer work. 

Serious leisurites always strive to improve their skill. Like in martial arts, when getting the black belt signifies only the beginning of a learning journey, one never truly “masters” one’s serious leisure: there is always more to learn. ​

Serious leisurites are very competitive: but most often against themselves. They recognize that there will always be someone better (professionals who do it for a living, for one thing) and take that as a source of inspiration.

There is ample research on serious leisure and its benefits (when not obsessive). BUT hardly any research has looked at the sustainable personal passion of leaders. What are the specific benefits of a sustainable personal passion, for a leader’s development? That is my research agenda.

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