Focusing on Strengths or Weaknesses? Using Self-Determination Theory to Explain Why a Strengths-based Approach Has More Impact on Optimal Functioning Than Deficit Correction

Abstract

This study sheds light on the strengths-based approach and the deficit correction approach regarding training and development at work. The former is operationalized by perceived organizational support for strength use (POSSU) and strengths use behaviors (SUB), and the latter through perceived organizational support for deficit correction (POSDC) and deficit correction behaviors (DCB). Using self-determination theory (SDT), we argue that both approaches might enhance employees' optimal functioning (i.e., task performance, contextual performance, and psychological well-being), by increasing autonomous motivation through need satisfaction and decreasing controlled motivation through need frustration. More precisely, this study tends to identify which approach has the most impact on performance and well-being within the workplace. Two independent samples were collected to test the proposed model: the first one explored the implication of POSSU and POSDC as antecedents of basic psychological needs, while the second examines SUB and DCB. In the first sample (N = 341), structural equation modeling (SEM) shows that POSSU increases autonomous motivation through need satisfaction and reduces controlled motivation by diminishing need frustration. While POSDC favors controlled motivation through need frustration. In the second sample (N = 454), SEM demonstrates that SUB increases autonomous motivation through need satisfaction and reduces controlled motivation by diminishing need frustration. While DCB favors controlled motivation through need frustration. Theoretical and practical implications are discussed.

From burnout to behavior: the dark side of emotional intelligence on optimal functioning across three managerial levels

“…Despite conceptual differences surrounding the term, there is consensus on its multidimensionality (Van den Broeck et al, 2008). In addition, the occupational health psychology literature identified three main dimensions of optimal functioning: (1) psychological (e.g., a state of well-being vs. ill-being) ( 2) attitudinal (e.g., commitment vs. turnover intention), and ( 3) behavioral (e.g., in-role performance) (e.g., Dagenais-Desmarais et al, 2014;Trépanier et al, 2015Trépanier et al, , 2023Fernet et al, 2016;Gradito Dubord and Forest, 2023;Vanbelle et al, 2023). These notions have profound effects on motivation of individuals (e.g., Shkoler and Rabenu, 2023;Shkoler and Tziner, 2022) as will be elaborated in the next sections.…”

How and why strengths-based leadership relates to nurses’ turnover intention: the roles of job crafting and work fatigue

“…It is worth noting that these leadership behaviors do not explicitly indicate whether they are subordinate’s strengths-focused or subordinate’s deficits-focused leadership behaviors. Because positive psychologists believe that individual strengths are the greatest area of personal growth and development, and compared with deficit correction, strengths use has a stronger positive effect on individuals (Gradito Dubord and Forest, 2022), it is important and necessary to investigate the relationship between strengths-based leadership aimed at promoting employee strengths use and nurses’ turnover intention. However, previous research neglects this point.…”