Why CEOs Devote So Much Time to Their Hobbies

Executive Summary

In “Why CEOs Devote So Much Time to Their Hobbies,” Emilia Bunea, Svetlana N. Khapova, and Evgenia I. Lysova examine why many senior executives maintain intense personal pursuits despite demanding schedules. The article focuses on “serious leisure,” meaning hobbies or volunteer activities that require sustained commitment, skill development, and personal investment. Examples cited throughout the article include CEOs who are triathletes, marathon runners, drummers, and other deeply committed hobbyists.

For business leaders, the message is not that hobbies are a luxury. The article suggests that meaningful non-work pursuits can help executives cope with the pressure of leadership, detach from work, develop a more complete identity, and connect more authentically with others. The authors are careful not to claim that hobbies automatically make CEOs better performers; available research on CEO hobbies and job performance is mixed.

he leadership takeaway is practical: serious leisure can be a strategic recovery and identity-building practice, not simply an escape from work.

Major Takeaways

Hobbies can support executive resilience. The researchers found that CEOs say serious leisure helps them cope with the increasing demands of the top job. This matters because senior leadership roles often create sustained pressure, isolation, and limited psychological distance from work.

Detachment is productive, not indulgent. Serious leisure gives leaders a way to step back from work, mentally reset, and return with greater clarity. For CEOs who are constantly “on,” structured non-work pursuits can create needed separation from the role.

A strong non-work identity can make leaders more grounded. The article points to a deeper idea: CEOs are not only corporate decision-makers. They are also learners, athletes, musicians, volunteers, mentors or creators. That broader identity may help leaders preserve perspective under pressure.

Hobbies can shape leadership presence. Pursuits that demand discipline, humility and practice may reinforce qualities leaders need at work: patience, focus, perseverance, adaptability and self-awareness.

The performance link is not guaranteed. The authors note that studies on CEOs with strong hobbies show mixed results. The better conclusion is not “hobbies improve financial performance,” but rather “serious leisure may help leaders manage the human demands of leadership.”

Talking Points for Executives

Executive recovery should be treated as a leadership capability, not a personal afterthought.

A meaningful hobby is different from passive downtime. Serious leisure often involves mastery, discipline, and personal growth.

Leaders who invest in non-work interests may model healthier ambition for their organizations.

The best hobbies for leaders are not necessarily glamorous. They are activities that create real detachment, personal meaning, and renewed energy.

Boards and leadership teams should be cautious about glorifying constant availability. Sustainable performance requires recovery systems.

Reflection Questions

What activity gives me genuine detachment from work, not just distraction?

Do I have a meaningful identity outside my executive role?

What leadership qualities does my personal pursuit help me practice?

Am I modeling sustainable performance for my team, or am I reinforcing always-on behavior?

Where could I create more deliberate recovery time without compromising business discipline?

Potential Action Items

Audit your calendar for recurring recovery time and protect it with the same seriousness as a board meeting.

Choose one serious leisure activity that requires learning, practice, or contribution rather than passive consumption.

Discuss sustainable performance openly with your leadership team so recovery is not seen as a weakness.

Encourage senior leaders to share non-work pursuits in appropriate settings to build trust, relatability, and connection.

Evaluate whether your organization’s culture rewards constant availability or sustainable effectiveness.

Recommended Similar Articles

“How hobbies can improve your happiness and productivity at work” — Harvard Business School
A useful companion on how personal interests can support productivity, happiness and burnout prevention.

“Grace Under Pressure: How CEOs Use Serious Leisure to Cope With the Demands of Their Job” — Frontiers in Psychology / Vrije Universiteit Amsterdam
A deeper academic follow-up from related research on CEOs, serious leisure and coping with executive demands.

“I Am More than a Caricature: Why Some CEOs Openly Invest in a Serious Leisure Interest” — Academy of Management Proceedings / Vrije Universiteit Amsterdam
Recommended for readers interested in why some CEOs publicly communicate their serious hobbies as part of their leadership identity.

HBR’s “Managing Yourself” topic collection
A broader HBR reading path for executives interested in self-management, resilience, productivity and personal effectiveness.