Although specific percentages vary, all of the most recent research studies indicate that, on average, less than 30% of employees in an organization are actively, productively engaged; the others are either passively engaged (“mailing it in”) or actively engaged in efforts to undermine the success of the given organization.

In his recently published book, A Culture of Purpose: How to Choose the Right People and Make the Right People Choose You, Christoph Lueneburger asserts that it is impossible for leaders to engage others in a culture with purpose without themselves being engaged. Literally, they must lead by example.

According to Lueneburger, “We are talking about the extent to which the individual has the ability to think through how to motivate, connect with, and engage groups, whole companies, and ultimately, the wider society. Engagement is a trait with many facets, and for individuals with greater strength in this area, that sphere of engagement widens and becomes more globally relevant. The individual is able to model the behavior and seek out others with similar strengths to populate the company going forward.

Engaged leaders “demonstrate empathy and channel emotions to inspire mutual commitment. They connect with others because they intuitively resonate with people’s motivations and priorities. Their enthusiasm, energy, and sense of purpose are infectious. By engaging the hearts and minds of those around them, they give rise to and help to deliver shared objectives and mutual benefits.”

Draw up a list of the greatest social and religious leaders during (let’s say) the modern era and you’ll probably include Mohandas Gandhi, Nelson Mandela, Cesar Chavez, and Martin Luther King, Jr. They offer excellent examples of the engaged leader that Christoph Lueneburger describes.

Unless and until C-level executives demonstrate leadership engagement, there is little (if any) chance that anyone else will at other levels and in other areas of the given enterprise.