annotated bibliography: Craig, N. & Snook, S. (2014, May). From purpose to impact: Figure out your passion and put it to work. The two most important days in your life are the day you are born and the day you find out why. Mark Twain Over the past five years, there's been an explosion of interest in purpose-driven leadership. Academics argue persuasively that an executive's most important role is to be a steward of the organization's purpose. Business experts make the case that purpose is a key to exceptional performance, while psychologists describe it as the pathway to greater well-being. Doctors have even found that people with purpose in their lives are less prone to disease. Purpose is increasingly being touted as the key to navigating the complex, volatile, ambiguous world we face today, where strategy is ever changing and few decisions are obviously right or wrong. Despite this growing understanding, however, a big challenge remains. In our work training thousands of managers at organizations from GE to the Girl Scouts, and teaching an equal number of executives and students at Harvard Business School, we've found that fewer than 20% of leaders have a strong sense of their own individual