​There is growing support for the claim that using your signature strengths enhances work performance, engagement and personal well-being (see one of our earlier articles Playing to Strengths).

Previous studies have found evidence that the active use of strengths enhances work engagement and reduces sickness absenteeism. Now a new study* has linked the daily use of personal strengths with enhanced well-being and has included the impact that personality type has on their effectiveness.

The researchers found that employees actively employing their signature strengths at work build their own positive attitude and engagement with work. They have found that personality type does affect the impact of using personal strengths. For example, those who measure high in Extraversion and low in Neuroticism experience greater benefit from daily strengths use.
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What about those people who are high in Neuroticism? Their findings suggest that people who are impulsive and more prone to stress (and who may experience feelings of anxiety, anger, frustration, and depression more regularly) derive little benefit from strengths use without additional support. Given that the use of strengths does have beneficial impact, the authors suggest that these people may require additional personal and/or environmental support to facilitate their use.

This study provides further confirmation that the use of strengths is an important predictor of positive affect which is particularly important in working environments that require learning and creativity.

The authors conclude that "organisations and managers should facilitate employee strengths use, because when employees employ these strengths they are more dedicated and energised at work".

If you'd like to know more about the use of Strengths in your organisation and how this can help your teams enhance their performance, engagement and well-being, get in touch.
​e: enquiries@managingchange.org.uk

* Daily strengths use and employee well-being: The moderating role of personality. Arnold B. Bakker1* , Jørn Hetland2, Olav Kjellevold Olsen2 and Roar Espevik2, Journal of Organizational and Occupational Psychology, 2018