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This article reviews literature on strengths utilization and enhancement in work settings, offering insights into its outcomes and proposing a model for fostering strengths in workplaces. Findings suggest that leveraging strengths correlates with increased job satisfaction, engagement, well-being, and performance. Additionally, a five-step integrative model is outlined to guide strengths development interventions in organizations, with implications for theory, practice, and future research.
When organizations face issues such as burnout, high turnover, and absenteeism, understanding personal and professional fulfillment becomes crucial. Positive psychology, which focuses on human flourishing, has emerged as a rigorous scientific approach to studying well-being. However, many organizations still emphasize correcting weaknesses rather than nurturing strengths. While managing weaknesses can prevent failure, it doesn’t inspire excellence. Recent research has underscored the importance of investing in individual strengths, as they have a unique impact on performance and well-being. Several studies have demonstrated the effectiveness of strengths interventions in various contexts, including the workplace, leading to improvements in well-being, job performance, and group dynamics. Building upon previous research, this article reviews literature on strengths use and development in the workplace, aiming to summarize outcomes and propose an integrative model for implementing strengths interventions. The review covers different strengths approaches and measurement tools, methodologies employed, outcomes observed in the workplace, and steps necessary for successful strengths development initiatives. Ultimately, the article contributes to understanding how organizations can leverage strengths to enhance employee well-being and performance.
The study of strengths holds significance for various reasons. Firstly, strengths are dynamic and can evolve throughout life, with certain traits being more prevalent in different age groups and cultures. Secondly, individuals often perceive their strengths as innate and integral to their identity, leading to habitual utilization. This natural inclination can be attributed to neural networks and contributes to a sense of authenticity and energy. However, strengths may be overlooked or undervalued, depriving individuals of personal growth opportunities. Thirdly, understanding and leveraging strengths is beneficial not only for individuals but also for organizations, leading to improved employee well-being, performance, and organizational outcomes such as productivity and profitability.
The strengths movement, evolving from three main schools of thought, offers varied yet overlapping definitions, classifications, and assessment tools for identifying strengths. The first school, led by the Gallup Institute, identifies 34 talents forming the basis of exceptional performance, defining strength as consistent near-perfect performance in an activity. The StrengthsFinder tool emerged from this approach, assessing individual talents through electronic questionnaires.
The second school, pioneered by Peterson and Seligman, focuses on character strengths and virtues that enable human flourishing. They identified 24 character strengths grouped into six virtues, assessed through the Values In Action Inventory of Strengths (VIA-IS). However, factor analysis suggests a consolidation into fewer virtues such as caring, inquisitiveness, and self-control.
The third school, developed by the Center of Applied Positive Psychology, views strengths as pre-existing capacities that enable optimal functioning and performance. They emphasize a broader definition of strengths, highlighting their authenticity and energizing nature. The Strengths Profile tool assesses 60 strengths across dimensions of energy, performance, and frequency of use.
While these schools differ in their frameworks and assessment methods, they share core beliefs that strengths are inherent, energizing, and conducive to success. They underscore the importance of leveraging strengths in personal and professional development. The evolving understanding of strengths, particularly in workplace contexts, necessitates a comprehensive review to inform future research and applications.
The systematic review affirms the connection between utilizing and enhancing strengths with work performance and well-being, aligning with various theoretical models. Regularly employing strengths at work leads to increased engagement, absorption in tasks, feelings of efficacy, and intrinsic motivation. Positive states resulting from strengths usage are vital for sustaining proactive behaviors and surpassing job requirements, consistent with Fredrickson’s broaden-and-build theory. Self-determination theory suggests that strengths usage fosters intrinsic motivation, contributing to higher well-being and performance. It also promotes a growth mindset, emphasizing the belief in one’s capacity for progress and learning, leading to resilience and long-term success. Strengths use fits within Job Demands-Resources theory, mediating the feedback loop between work engagement and personal resources. Academic and clinical studies similarly demonstrate the benefits of strengths utilization, enhancing well-being, academic performance, and optimal functioning. Positive psychotherapies focusing on strengths have been found to reduce depression and increase life satisfaction and social functioning.
Various intervention models in organizational settings aim to identify, utilize, and enhance individual strengths. Harzer and Ruch (2016) developed an online protocol where participants identified their top four character strengths and used them differently at work for four weeks, leading to increased life satisfaction. Forest et al. (2012) had employees identify strengths, use them in new ways, and reflect on the positive outcomes, resulting in improved well-being. Meyers and Van Woerkom (2017) followed a three-stage protocol of identifying, developing, and using strengths, leading to short-term positive affect and sustained psychological capital. Clifton and Harter (2003) proposed a model emphasizing integration of strengths into self-awareness before behavior change. Dubreuil et al. (2016) applied a three-step program in the workplace, resulting in increased strengths use. Van Woerkom and Meyers (2019) conducted workshops to enhance self-efficacy and personal growth, particularly benefiting those with lower initial self-efficacy. The Reflected Best Self exercise, as proposed by Roberts et al. (2005b), involves collecting feedback to identify and optimize strengths. Linley (2008) suggests seven steps for leaders to develop strengths, emphasizing self-awareness, team dynamics, task allocation, feedback, and adaptability. Overall, these approaches offer diverse avenues for leveraging strengths at individual, group, and organizational levels, fostering innovative potential.
Drawing from research and practical applications, a comprehensive five-step model is proposed to foster strengths development within organizational settings. Firstly, participants are educated about the strengths approach and the intervention process to ensure their active engagement. Secondly, individuals’ strengths are identified through psychometric tools, self-reflection, or peer feedback, combining methods for a holistic view. Thirdly, strengths are integrated into individuals’ identities through reflection and exercises, enhancing self-awareness. Fourthly, action is taken to leverage strengths, with individuals setting goals and implementing changes supported by managers or peers. It’s crucial to avoid overusing strengths and maintain balance. Lastly, evaluation measures subjective progress and objective outcomes, ensuring the intervention’s effectiveness and allowing for adjustments if needed. This model emphasizes education, self-awareness, action, and evaluation to promote strengths-based development in organizational contexts.
The study provides a literature review on strengths utilization and enhancement at work, summarizing outcomes and interventions. It proposes an integrated model for strengths development, highlighting its positive impact on employee well-being and performance. The findings suggest a need for further research refinement and practical application in organizations to optimize human resource management practices.
Source:
Miglianico, M., Dubreuil, P., Miquelon, P. et al. Strength Use in the Workplace: A Literature Review. J Happiness Stud 21, 737–764 (2020). https://doi.org/10.1007/s10902-019-00095-w