Go Put Your Strengths To Work: 6 Powerful Steps To Achieve Outstanding Performance

By M. Buckingham. 2007

108 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b3a23a352d514f99b9804b8d3b7e3884e2b3f104

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Citations in the corpus

Effects of a Strengths Intervention on General and Work-Related Well-Being: The Mediating Role of Positive Affect (2017, background): “As only few employees report to use their strengths habitually when being at work (Buckingham 2007), enabling strengths use might be a so far overlooked lever to boost employee well-being.”
Harmonious passion as an explanation of the relation between signature strengths’ use and well-being at work: Test of an intervention program (2012, background): “However, research has shown that only one worker out of three can spontaneously name their strengths (Arnold, 1997; Hill, 2001) and that only 17 percent believe they are actually using their strengths at work most of the time (Buckingham, 2007).”
A self-determination perspective of strengths use at work: Examining its determinant and performance implications (2016, background): “However, although psychologists and practitioners have made some headway in examining individual strengths (e.g. Buckingham, 2007; Harzer & Ruch, 2012, 2013; Linley & Harrington, 2006), this construct has yet to garner much attention in organizational behavior research (for exceptions, see Clifton…”
The Principles of Strengths-Based Education (2009, background): “strengths perspective assumes that every individual has resources that can be mobilized toward success in many areas of life (Anderson, 2000; Saleebey, 2001) and is characterized by “efforts to label what is right” within people and organizations (Buckingham, 2007, p. 6).”
Strengths use and work engagement: a weekly diary study (2016, background): “Because many employees cannot clearly identify their own strong points without help (Buckingham & Clifton, 2001) and report not using their strengths very often at work (Buckingham, 2010), we hypothesize that perceived organizational support (POS) for strengths use will facilitate strengths use.”
A dynamic approach to psychological strength development and intervention (2011, unknown): “Results from studies show that only about one-third of people can identify their own strengths (Hill, 2001) and that only 17% of people say they use their strengths ‘most of the time’ each day (Buckingham, 2007).”
From strengths use to work performance: The role of harmonious passion, subjective vitality, and concentration (2014, background): “As this path was consistent with previous theory (Buckingham, 2007; Duckworth et al., 2005) and research (Buschor et al.”