Description
What Does It Mean to Build a Strengths-Based Organizational Culture?
For this critical thinking assignment, you will conduct research on what it means to create a strengths-based organizational culture. Please begin by reviewing the information located in the required readings:
Gallup, I. (2020, May 20). How to create a strengths-based company culture. https://www.gallup.com/cliftonstrengths/en/290903/how-to-create-strengths-based-company-culture.aspx (Links to an external site.)
Based on your research, write an essay that addresses the four points listed below.
- What are key elements that need to exist in a strength based organizational culture?
- What strategies are companies using to create a strength based organizational culture?
- What are the differences between a strengths-based organizational culture and one that is not?
- What is the role of a leader in creating a strength based organizational culture?
Keep in mind this is academic writing. It should be written in third person and should not include unsubstantiated opinions, but rather facts and theories.
Your well-written paper must adhere to the following parameters:
- 4-5 pages in length, not including the title and reference pages.
- 3 scholarly references cited in the assignment. Remember, you must support your thinking/opinions and prior knowledge with in-text citations and references; all facts must be supported; in-text citations used throughout the assignment must be included in an APA-formatted reference list.
- Formatted according to CSU Global Guide to Writing and APA Requirements (Links to an external site.).
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Running Head: STRENGTHS-BASED ORGANIZATIONAL CULTURE
Strengths-based organizational culture
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STRENGTHS-BASED ORGANIZATIONAL CULTURE
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Introduction
For a long time, organizations evaluated their employees using approaches that mainly
focused on identifying the weaknesses of employees and looking for ways to improve them.
However, this has since changed. The pendulum has now swung the opposite way, and
organizations are increasingly fostering strengths-based cultures. In this paper, we will address
four key areas, which include: the key elements that need to exist in a strength-based
organizational culture, the strategies that companies use to create a strength-based organizational
culture, the differences between a strengths-based organizational culture, and one that is not and
the role of a leader in creating a strength-based organizational culture.
What are key elements that need to exist in a strength-based organizational culture?
As already indicated, strength-based organizational culture is extremely important.
However, building it within an organization may not be a walk in the park. There are three
critical elements that must be present in order to achieve the fete. These include: Inspiring
greater performance while trading the focus on what the organization's employees do best,
managers also focusing on their strengths, and learning the steps to build a strengths-based
culture that improves performance.
Inspiring Greater Performance
Top talents prefer working for companies that value their employees' capabilities.
Organizations use strengths-based culture to achieve differentiation that enables them to attract
top talents the market can offer. In this day and error, virtually all organizations are keen on
assembling the best workforce due to the advantages that they come with. For instance, evidence
shows that organizations with such workforces close the skill gap in the most cost-effective way,
STRENGTHS-BASED ORGANIZATIONAL CULTURE
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increase the rate of innovation, increase employee retention by increasing job satisfaction as well
as reduces the rate of poaching talents from local rivals, which is often costlier. If the top
executive of an organization can successfully build a strengths-based culture, there is the
likelihood of inspiring the productivity of the workforce to desirable levels as each employee
will always capitalize on the best of who they are to accomplish their assigned tasks. In these
types of cultures where leaders, managers, and employees choose to consistently develop each
person's potential, teams report employee engagement scores of up to 23 percent higher,
performance increases of 8 percent to 18 percent, and 20 percent to 73 percent lower turnover.
Executives beginning by first developing their own strengths
In order to drive organizational performance, the executives and CEOs must engage their
diverse constituencies. However, evidence shows that just 15% of employees strongly agree that
their organization's leadership inspires them to be optimistic about the future. This means that
nearly nine out of ten employees think their bosses can do a better job. As a result, leaders must
first examine themselves to see where they can raise the bar. When they do this, they increase
their self-awareness by thinking about how they can use the best parts of themselves to lead
effectively.
Learning the steps to build a strengths-based culture
In many cases, leaders strive to foster a productive atmosphere and good attitude in the
workplace by implementing team-building events or establishing more intriguing principles, but
they don't provide employees with a practical means to live out and connect with the company's
culture on a personal level. The majority of businesses are unsure how to modify their company
culture. Every business is different; some make adjustments quickly, while others take longer.
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STRENGTHS-BASED ORGANIZATIONAL CULTURE
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