And I caution against making "passion" the goal. That's a myth. You just need people being productive. I know a few brilliant people who don't show any signs of passion or excitement, but they're prodigious without being egotistical, which is the best you can hope for.
I don't know your situation, but part of my problem was that best practices produce overhead, which feels like wasted effort if you're not getting yelled at for big errors or missed deadlines. And it's worse if you're not getting yelled at for big errors, but are getting pushed for deadlines. But then you're racking up technical debt, and there's a lot of material on that.
The leadership myth is some great profit on stage rousing people with inspiration. That doesn’t last and is often counter productive. Leading people is primarily at the individual level. Junior Officers and NCOs lead people into combat, not Generals. Understand your team, empathize with them, and then figure out how to move everyone in a direction you all want to go.
However, I never never published it because I'm afraid people won't read to the end where I realize you need to be able to show how management's problems are their problems, and likewise the solutions. And if you can't articulate in a convincing way why best practices are really best for your team, it may be time to revisit the source material. To be fair, I had to do this myself, but I came out way more confident in my knowledge of what makes a productive team.