Performative busyness is not a character flaw. It is an emergent property of how organizations measure, reward, and recognize people. Fix the incentive structure, and the performance of work tends to follow.
Entrepreneurs and managers are more similar in personality than most people assume. The main difference, according to this research, is not boldness or sociability. It is how much they are oriented toward personal achievement.
Verbal, specific, and sincere praise enhances intrinsic motivation. Tangible, expected, contingent rewards undermine it. These are not opinions. They are three decades of controlled research.