A senior executive once said to me in coaching: “I can deliver results, but I don’t know what people really count on me for anymore. I can’t see what my strengths are.” That question has echoed in many leaders’ lives. At a certain point, technical ability and sheer effort are not enough. What matters is knowing the qualities that others experience when we lead at our best.

This is the essence of strengths-based leadership: the choice to focus less on deficits and more on developing what is already strong. Research from Gallup shows that when leaders and teams focus on strengths, engagement rises and attrition falls (Rath & Conchie, 2008). Their studies also found that followers consistently look for four things from leaders: trust, compassion, stability, and hope. These qualities appear most strongly when leaders act from their strengths.

There are different ways of naming these strengths. CliftonStrengths identifies talents that can be developed into consistent performance. StrengthsScope highlights the energies that make leaders feel most alive at work. VIA Character Strengths, created by Peterson and Seligman (2004), offers another path. It explores the deeper values and capacities that shape how we think, feel, and act. Research confirms that the VIA strengths are universal, measurable, and strongly linked to well-being and resilience (Littman-Ovadia, 2021).

For business leaders, these strengths are not abstract ideals. They shape how decisions are made under pressure, how trust is built in teams, and how energy is sustained through complexity. Strengths become both a mirror and a map: a way of seeing ourselves clearly, and a way of navigating the demands of leadership with more intention.

VIA identifies 24 character strengths, grouped into six clusters. Each cluster offers a different dimension of leadership worth exploring:

  • Wisdom: creativity, curiosity, judgment, love of learning, perspective
  • Courage: bravery, perseverance, honesty, zest
  • Humanity: love, kindness, social intelligence
  • Justice: fairness, leadership, teamwork
  • Temperance: forgiveness, humility, prudence, self-regulation
  • Transcendence: appreciation of beauty and excellence, gratitude, hope, humour, spirituality

Each strength is explored in the tabs below, with attention to three questions: What does this look like in action? What happens when it is overused or underused? And how can it be practised more fully in the daily work of leadership? You can get your free VIA Character Strengths survey HERE.

Creativity: Beyond novelty, toward belonging

Every journey into growth begins with imagination. Creativity is the strength that helps us see what does not yet exist and make it usable. We often imagine it as the gift of artists or inventors. In reality, it shows up in daily life: the way we solve a stubborn work problem, how we bring humour into tense moments, or the fresh angle we offer on an old routine.

The deeper value of creativity lies in adaptability. When we allow imagination to enter the room, we are more able to respond to challenges, more confident in facing uncertainty, and more likely to inspire others. Creativity is not a solo act of brilliance. It is a communal act of possibility-making. A new idea, placed in service of the group, shifts the conversation from what is wrong to what might be. As Albert Einstein observed, “Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world.”

Imagine a team meeting where everyone expects the routine: an agenda, reports, decisions. Instead, the leader begins by asking: “What if we suspend our usual thinking for ten minutes and imagine the boldest ways forward?” The energy shifts. Even if only one idea proves workable, the act of creating space builds trust and confidence. People leave with more hope than they brought.

Creativity, like all strengths, has its balance. In balance, it looks like resourcefulness—innovative yet practical. Overused, it becomes restless novelty: too many ideas, none grounded, leaving others overwhelmed. Underused, it hardens into rigidity: avoiding risk, clinging to routine, missing the openings that imagination provides.

Practices to invite creativity into work and community:

  • Begin by asking for possibilities before narrowing to feasibility.

  • Use playful methods—mind maps, role reversals, “what if” questions, to stretch thinking.

  • Encourage people to build on one another’s ideas rather than rushing to critique.

  • Name and celebrate small acts of ingenuity, not only major innovations.

Creativity is less about cleverness and more about generosity. It is the decision to bring imagination into the room in service of something larger than ourselves. It reminds us that possibility is always within reach if we are willing to risk creating it together.

Reflective questions:

  • When have you last created space for others to expand on an idea rather than evaluate it?

  • How might you invite imagination into your next meeting or gathering?

  • In what ways do you need to strengthen, or restrain, your own creativity to serve the whole?

Curiosity: The courage to keep asking

If creativity is the spark, curiosity is the breath that keeps it alive. Curiosity is the desire to ask, to explore, and to enter unfamiliar territory with openness rather than judgement. At its heart, it is not nosiness but a commitment to learning. It signals a willingness to be changed by what we encounter. Einstein captured it simply: “The important thing is not to stop questioning. Curiosity has its own reason for existing.”

The value of curiosity lies in movement. A curious person brings energy into the room, not by knowing everything, but by creating space for discovery. Curiosity deepens relationships because it shows genuine interest in others. It also builds adaptability. A curious mind is less threatened by difference, more able to hold complexity, and more ready to learn from surprise.

Picture a leader beginning a project review not by asking for results but by wondering aloud: “What surprised you as you worked on this?” The tone shifts. People no longer defend, they explore. Over time, a culture shaped by such questions produces more innovation and less fear.

Balance is essential. In balance, curiosity is thoughtful inquiry: open-minded, engaged, and respectful. Overused, it can feel intrusive or scattered, pulling attention in too many directions. Underused, it looks like indifference: a refusal to learn, a closed mind unwilling to see other perspectives.

Practices to invite curiosity into work and community:

  • Ask open-ended questions and allow silence for genuine answers.

  • Seek feedback not only on outcomes but on the process and the experience.

  • Explore new ideas or tools outside your usual field of expertise.

  • Treat surprise as a teacher rather than as an obstacle.

Curiosity is a discipline. It requires humility and the courage to admit that we do not yet know. When we stay in the question, we invite others to join us in shaping a future that is not yet written.

Reflective questions:

  • Where in your work have you stopped asking questions that matter?

  • How might you bring curiosity into a conversation that has grown routine?

  • When has another person’s curiosity opened a possibility for you?

Judgment: Holding all the evidence

Curiosity opens doors, and judgment helps us decide which to walk through. Judgment, or critical thinking, is the practice of weighing evidence, considering multiple perspectives, and arriving at sound decisions. It is not about being cynical or quick to judge, but about holding the complexity of a situation long enough to see it clearly. Aristotle called it the mark of an educated mind: the ability to entertain a thought without immediately accepting it.

Its value lies in slowing us down. Good judgment reduces errors and bias, helping us find root causes rather than treating symptoms. It strengthens trust because others know decisions are not rushed or one-sided. In communities and organisations, balanced judgment reassures people that their perspectives matter and that the process is fair.

Consider a cross-functional team debating whether to invest in a new system. One leader pushes for speed, another for caution. A person skilled in judgment does not silence disagreement, nor do they simply split the difference. Instead, they create space for each side to articulate concerns, gather evidence, and reflect before deciding. The process may take longer, but the outcome carries legitimacy. People trust the decision because they trust the process.

Judgment, too, requires balance. In balance, it is thoughtful and fair. Overused, it becomes analysis paralysis: endless consideration without action, or excessive scepticism that erodes confidence. Underused, it shows up as gullibility or impulsiveness, accepting the first idea offered, making hasty decisions, or ignoring important perspectives.

Practices to invite judgment into work and community:

  • Review past decisions to uncover biases or missed perspectives.

  • Ask groups to examine an issue from opposing viewpoints before reaching a conclusion.

  • Build pauses into decision-making, allowing reflection rather than rushing to closure.

  • Treat disagreement as data rather than as a threat.

Judgment is not about being the smartest in the room. It is about creating conditions where the group can see more clearly and act more wisely. Exercised with humility, judgment builds trust and strengthens the bonds that allow us to move forward together.

Reflective questions:

  • When do you tend to rush to decision rather than weigh perspectives?

  • How might you create more space for reflection before acting?

  • In what ways could your use of judgment build trust in your team or community?

Love of Learning: Finding joy in growth

If judgment guides decisions, love of learning sustains growth beyond the moment. It is more than acquiring information. It is the deep satisfaction that comes from engaging with new knowledge, ideas, or skills. Unlike curiosity, which sparks the initial question, love of learning carries us through the process.

Its value lies in resilience. A person who loves learning brings energy to growth, even when progress is slow or complex. In organisations, this strength fosters adaptability, equipping people to evolve with changing circumstances. In community, it becomes contagious, one person’s joy in learning often inspires others.

Imagine an employee faced with a new system. Some will cope reluctantly, others will resist. But the one who leans in, eager to understand and to share what they discover, transforms the change from a burden into an opportunity. Their learning strengthens not just themselves, but those around them.

Balance again matters. In balance, love of learning shows as steady growth without overshadowing action. Overused, it can lead to endless study, preferring theory to practice or postponing decisions in pursuit of more information. Underused, it results in stagnation: resisting challenge, avoiding training, dismissing opportunities for growth.

Practices to invite love of learning into work and community:

  • Set aside regular time to explore new areas of knowledge or skill.

  • Share what you have learned with others, making growth a collective experience.

  • Frame mistakes as part of the learning process rather than as failures.

  • Connect learning to purpose, so it is seen as meaningful, not just mandatory.

Love of learning is not about credentials. It is about joy in the ongoing work of growth. It calls us to be students of life and of each other, knowing that every insight can be offered in service of the whole.

Reflective questions:

  • Where do you feel most alive in the act of learning?

  • How can you connect your own growth to the well-being of your community or workplace?

  • When has your love of learning inspired others to engage more deeply?

Perspective: Seeing the larger story

If love of learning sustains growth, perspective turns that learning into wisdom. Perspective is the ability to step back, to see the bigger picture, and to place events in a wider frame. It allows us to integrate knowledge and experience into guidance that is useful to others.

Its value lies in orientation. People with perspective help groups avoid getting lost in the details or pulled apart by immediate pressures. They remind us of context, what matters most, what will last, and how today’s challenges connect to a larger purpose. Because of this, they are often sought out for counsel. Their words carry weight not because they have authority, but because they bring clarity.

Consider a project team under pressure to deliver. Frustrations rise, and people lose sight of why the work began. A colleague with perspective reframes the situation: “Let’s remember who will benefit from this project and why it matters in the long run.” Such a reminder calms the urgency and restores meaning. The group can breathe again.

Like the other strengths, perspective requires balance. In balance, it provides insight that illuminates choices without overwhelming them. Overused, it can come across as detached, as if one is standing above rather than alongside. Underused, it leaves groups adrift in short-term thinking, too close to the problem to see alternatives.

Practices to invite perspective into work and community:

  • In tense discussions, pause to ask what the long-term purpose is.

  • Encourage colleagues to share experiences that shaped their view of the issue.

  • Hold conversations that connect present decisions to the wider good.

  • Seek out those who can offer a view beyond the immediate task, especially across generations or disciplines.

Perspective is not about being right or wise in isolation. It is about offering the larger story in service of the group. True perspective strengthens community because it places our individual concerns within a shared horizon.

Reflective questions:

  • When has someone’s perspective shifted the way you saw a challenge?

  • How might you offer perspective without taking over or standing apart?

  • What wider purpose helps you stay grounded when difficulties arise?

Bravery: Choosing integrity over comfort

Bravery is often mistaken for fearlessness. In truth, it begins with fear. To be brave is to recognise risk, feel uncertainty, and act anyway. It shows up in moments both visible and quiet: standing up to injustice, admitting a mistake, or telling a hard truth. Courage is not only for extraordinary events. It is woven into the fabric of daily life whenever we act from conscience rather than convenience.

The value of bravery is trust. When people know that someone is willing to speak honestly or defend what matters, they feel safer. Courage interrupts silence, making space for others to contribute. In this way, bravery is contagious. One person’s willingness to step forward often releases the restraint of many.

Think of a team meeting where a flawed decision is about to pass unchallenged. Everyone senses it, but no one speaks. Then a colleague says quietly, “I’m uneasy about this, can we explore it further?” The atmosphere shifts. What looked like consensus was really fear of dissent. That one act of bravery opens the door to a more honest conversation, and the group discovers a better path forward.

Bravery requires balance. In balance, it looks like principled action with consideration for others. Overused, it becomes recklessness, charging ahead without weighing consequences, or silencing fear rather than listening to it. Underused, it becomes avoidance, choosing comfort over conscience, leaving wrongs unnamed and possibilities unexplored.

Practices to invite bravery into work and community:

  • Begin by naming fears aloud; this normalises them and reduces their power.

  • Take small, value-aligned risks regularly to build the “muscle” of courage.

  • Affirm acts of bravery in others, especially when they challenge prevailing opinion.

  • Structure meetings so disagreement and doubt are treated as contributions, not threats.

Bravery is not the hero’s grand gesture. It is the steady decision to risk vulnerability for the sake of what is right. Communities thrive when courage is shared, not when it is concentrated in a few. Each act of bravery invites the rest of us to remember that integrity is worth the risk.

Reflective questions:

  • Where in your work or community is silence masking fear?

  • How might you act in a way that gives others permission to be courageous?

  • What is the smallest step of bravery you could take today that would still matter?

Perseverance: Staying the course

Perseverance is the strength of persistence, seeing things through even when progress slows, setbacks come, or motivation wanes. It is not stubbornness, but a steady return to the task because the goal still matters. Perseverance is the quiet engine of achievement.

Its value lies in reliability. A persevering person becomes a source of stability in a group. Others can trust that they will stay engaged, even when challenges multiply. This strength holds communities together in difficult times, reminding us that commitment is more powerful than convenience.

Picture a community project to create a local garden. The initial enthusiasm is high, but after weeks of digging and setbacks with weather, interest begins to fade. One member keeps showing up, keeps encouraging others, keeps working the soil. Their constancy rekindles momentum. Eventually, the garden blooms not because of one dramatic breakthrough, but because someone refused to give up.

Perseverance, like all strengths, needs balance. In balance, it looks like steady, purposeful effort. Overused, it hardens into rigidity, clinging to goals that no longer serve, or pushing forward without rest. Underused, it becomes discouragement, abandoning tasks too early, leaving commitments incomplete, or avoiding challenge altogether.

Practices to invite perseverance into work and community:

  • Break large goals into smaller, visible milestones to sustain motivation.

  • Share stories of past struggles that led to success, so others remember the long view.

  • Honour progress as much as completion; acknowledge the effort as well as the outcome.

  • Model persistence not as grim endurance, but as hopeful commitment.

Perseverance is not about grinding endlessly. It is about aligning effort with purpose and holding steady when the work feels heavy. Communities thrive not because everything is easy, but because people remain faithful to the shared task.

Reflective questions:

  • Where are you being invited to stay the course, even when progress feels slow?

  • How do you discern when perseverance is faithful commitment, and when it has become rigidity?

  • What stories of perseverance in your workplace or community deserve retelling?

Honesty: Living in alignment

Honesty is more than telling the truth. It is living in alignment, what we say matches what we do, and what we do reflects what we value. Honesty calls us to be authentic in word and action, transparent about our intentions, and accountable for our choices. It is the ground on which trust is built.

The value of honesty lies in relationship. Communities flourish when people know they can rely on each other’s words. In workplaces, honesty creates the conditions for collaboration, because clarity replaces suspicion. An honest environment does not eliminate conflict, but it does reduce the hidden agendas that erode connection.

Imagine a leader who has promised that a team’s input will shape a project. Later, pressures from above push in another direction. Instead of disguising the decision, the leader says openly, “We are not able to act on all your suggestions, and here is why.” The disappointment may remain, but trust deepens because the truth was spoken.

Balance matters. In balance, honesty shows as authenticity tempered with care. Overused, it can turn into bluntness, speaking without regard for timing or impact, leaving others hurt or defensive. Underused, it slides into concealment or pretence, saying what is easy rather than what is real, creating distance rather than trust.

Practices to invite honesty into work and community:

  • Say what you mean, and follow through consistently.

  • Admit mistakes openly and take responsibility rather than shifting blame.

  • Frame honesty not only as disclosure, but as clarity, naming what you want, what you fear, and what you commit to.

  • Welcome honesty from others, even when it is uncomfortable.

Honesty is not licence to say everything that crosses our mind. It is the discipline of aligning words and deeds so that people know where we stand. When honesty is shared, communities become places where trust is possible, and accountability is mutual.

Reflective questions:

  • Where in your work or community do your words and actions feel most aligned?

  • How can you practise honesty in a way that strengthens, rather than harms, relationship?

  • When have you experienced the freedom that comes from someone else’s honesty?

Zest: Bringing life to the work

Zest is wholeheartedness. It is the strength of approaching life with excitement and energy, of being fully engaged in the moment. Where perseverance sustains effort, zest infuses it with vitality. It is less about constant cheerfulness and more about showing up with presence, enthusiasm, and commitment.

Its value lies in contagion. Energy spreads. A person who approaches tasks with zest can lift the morale of a group, helping others feel more capable and more hopeful. Zest communicates that the work matters, and that being part of it is worth our time and energy.

Imagine joining a project meeting where the agenda feels routine. One colleague enters with genuine enthusiasm: “I’ve been looking forward to what we can create today.” Their energy is not forced, nor naive, it is grounded in a sense of purpose. The tone of the whole meeting shifts. What might have been drudgery becomes possibility.

Balance is crucial. In balance, zest shows up as authentic engagement. Overused, it can appear overwhelming, pushing constant positivity or intensity that others find tiring. Underused, it looks like apathy, minimal participation, a drained spirit, or disengagement that dampens the group.

Practices to invite zest into work and community:

  • Connect tasks to meaning, so energy flows from purpose rather than pressure.

  • Begin gatherings by asking people to name what they are looking forward to.

  • Use rituals of appreciation to keep energy visible and shared.

  • Attend to rest and renewal, so zest is sustainable rather than forced.

Zest is not about performance or putting on a smile. It is about living with vitality, offering energy that helps others remember why their work and presence matter. Communities thrive when members bring not only persistence, but also life, to the task at hand.

Reflective questions:

  • Where do you feel most energised and alive in your daily work?

  • How might you bring more presence and vitality into a routine activity?

  • When has someone else’s zest lifted your own energy to engage?

Love: Choosing to Connect

Love, as a character strength, is not romance but the steady practice of valuing close relationships. It is expressed in warmth, genuine care, and commitment to others’ well-being. Love is both receiving and giving: allowing ourselves to be known, and choosing to show up for others in return.

Its value lies in belonging. Communities thrive not through efficiency alone, but through bonds of care. Love builds trust, safety, and resilience. When people know they are valued not only for what they do but for who they are, they find courage to contribute more fully.

Consider a workplace where deadlines loom and tensions rise. A manager pauses to check in with a team member, not about the task, but about how they are coping. The conversation is brief, but the effect is lasting. The individual feels seen. The team, in turn, senses that care is part of the culture, not an afterthought.

Love must be balanced. In balance, it shows as authentic care without possession. Overused, it can become over-involvement, confusing support with control, or caring in ways that erode boundaries. Underused, it becomes distance, keeping relationships purely transactional, withholding affection, or treating people as interchangeable parts.

Practices to invite love into work and community:

  • Make time to know people beyond their roles, listen for their stories, not only their outputs.

  • Offer care that respects boundaries: ask what support looks like, rather than assuming.

  • Express gratitude in concrete terms, naming not just what people did but the value they bring.

  • Allow yourself to receive care as well as give it; love strengthens when it flows both ways.

Love is the willingness to connect deeply, even when it slows us down. It reminds us that relationships are not a backdrop to the work, they are the work. A community that leads with love becomes a place where people can risk honesty, courage, and growth.

Reflective questions:

  • Who in your work or community most needs to know they are valued beyond their role?

  • How do you balance giving care with maintaining healthy boundaries?

  • When have you allowed yourself to receive love, and what difference did it make?

Kindness: Acting with Generosity

Kindness is the strength of helping others without expecting reward. It is expressed in compassion, generosity, and simple acts of care. Unlike love, which is rooted in close relationships, kindness often extends to strangers or those at the margins of our attention. It is the choice to treat others with dignity and goodwill, even when it is not required.

Its value lies in trust and connection. Communities become strong when people experience kindness as part of the culture, not as an exception. At work, acts of kindness reduce fear and isolation, creating the conditions for people to contribute more freely. Kindness is not sentimentality. It is a deliberate commitment to see and support the humanity of others.

Imagine a colleague struggling quietly with a new responsibility. Instead of criticising or ignoring, another colleague says, “I can walk through this with you if you’d like.” The offer is small, but it communicates something larger: you are not alone. Such moments accumulate into cultures where collaboration feels natural.

Kindness requires balance. In balance, it is generous and respectful. Overused, it can drift into self-sacrifice or dependency, where people give beyond their limits or rescue others instead of empowering them. Underused, it turns into indifference, withholding help even when it costs little to give.

Practices to invite kindness into work and community:

  • Notice small opportunities to be helpful and act on them promptly.

  • Offer help in ways that empower others rather than create dependency.

  • Make acknowledgement a habit: thank people for efforts that often go unseen.

  • Extend kindness beyond your inner circle, especially to those who are overlooked or excluded.

Kindness is not weakness. It is strength exercised in service of connection. When kindness becomes normal, communities learn to care for each other in practical and consistent ways. This is how belonging takes root.

Reflective questions:

  • Where do you have the opportunity to practise small acts of kindness today?

  • How can you ensure your kindness empowers others rather than creates dependency?

  • When has someone’s kindness changed your experience of a group or workplace?

Social Intelligence: Reading the human landscape

Social intelligence is the strength of being aware of our own feelings and the feelings of others, and then responding with sensitivity. It is not manipulation or charm. It is the capacity to read the emotional currents of a situation and act in ways that build trust, connection, and effectiveness.

Its value lies in navigation. Communities and organisations are not only shaped by tasks and goals but also by the unseen flow of emotions. A socially intelligent person recognises when tension is rising, when someone feels excluded, or when the group needs encouragement. They are often the ones who steady the room without drawing attention to themselves.

Imagine a meeting where conflict emerges. Voices rise, and people become defensive. A participant notices and says, calmly, “It sounds like we are all passionate about this because it matters. Could we pause for a moment to hear one another more fully?” The energy shifts. Social intelligence has redirected the conversation from escalation to engagement.

Balance is essential. In balance, social intelligence is attuned and constructive. Overused, it can turn into over-awareness, where a person is so focused on others’ emotions that they lose touch with their own needs or avoid necessary conflict. Underused, it appears as insensitivity, missing cues, disregarding impact, or failing to adjust behaviour in response to others.

Practices to invite social intelligence into work and community:

  • Pay attention to body language, tone, and silence, not only to words.

  • Name the emotional atmosphere in a group and invite others to reflect on it.

  • Practise self-awareness by asking: “What am I feeling, and how might that affect others?”

  • Support others in expressing emotions safely, without judgement or dismissal.

Social intelligence is not about pleasing people. It is about staying present to the human dimension of every interaction. When practised well, it becomes the bridge between individual intention and collective trust.

Reflective questions:

  • How aware are you of the emotional atmosphere in your meetings or community gatherings?

  • In what ways can you balance sensitivity to others with honesty about your own needs?

  • When has someone’s social intelligence shifted the outcome of a group you were part of?

Fairness: Giving each voice its due

Fairness is the strength of treating people justly and without bias. It is not sameness. Rather, it is recognising differences and ensuring that each person’s voice and contribution is respected. Fairness shows itself in listening well, applying rules consistently, and resisting favouritism.

Its value lies in legitimacy. Communities stay whole when people believe they are being treated with dignity. When fairness is absent, trust erodes quickly and resentment takes root. When fairness is practised, even unpopular decisions are more likely to be accepted because the process has been seen as transparent and respectful.

Consider a hiring committee. Two candidates are equally qualified, but one has social ties to the chair. A fair process acknowledges the potential bias and ensures the decision is based on agreed criteria, not personal preference. The result matters, but the way the decision is made matters even more.

Fairness must be balanced. In balance, it honours both equity and consistency. Overused, it can drift into rigid legalism, applying rules without regard to context or humanity. Underused, it shows as bias, giving advantage to the familiar, overlooking the contributions of some, or tolerating double standards.

Practices to invite fairness into work and community:

  • Establish shared criteria for decisions and communicate them openly.

  • Pause to ask whose voices are missing in a discussion and actively bring them in.

  • Reflect on your own biases by noticing where you show preference or resistance.

  • Create processes where those affected by a decision can participate in shaping it.

Fairness is not only about outcomes. It is about creating conditions where people trust the process, knowing their voice has weight. A fair community does not pretend everyone is the same. It honours differences while ensuring each person is treated with equal dignity.

Reflective questions:

  • Where in your work or community do people doubt the fairness of decisions?

  • How do you balance consistency with the need for flexibility?

  • When have you experienced fairness that restored trust, even in a difficult situation?

Leadership: Taking responsibility for the whole

Leadership, as a strength, is not about position or authority. It is the willingness to take responsibility for the well-being of the group and to guide collective action. True leadership creates space for others to contribute, rather than gathering power to oneself.

Its value lies in accountability. A leader helps communities and teams stay focused on purpose, ensuring that decisions and actions serve the common good. Effective leadership builds trust because people know their contributions matter, and that responsibility is shared, not hoarded.

Imagine a project group drifting without clarity. Deadlines slip, and energy drops. One member steps up to say, “Let us agree on what we want to achieve and how each of us will move it forward.” This act of leadership does not seize control. It simply calls the group back to purpose and responsibility, which in turn empowers everyone to re-engage.

Leadership, like all strengths, requires balance. In balance, it looks like stewardship, taking responsibility while fostering ownership in others. Overused, it becomes domination, where one person controls outcomes and silences dissent. Underused, it shows as avoidance, where no one steps in to take responsibility, leaving the group adrift.

Practices to invite leadership into work and community:

  • Define leadership as service to the group, not control over it.

  • Share decision-making power and invite participation in setting direction.

  • Name and acknowledge the contributions of others, so responsibility is distributed.

  • Step forward when needed, but also know when to step back and let others lead.

Leadership is less about directing and more about convening. It is about creating conditions where collective responsibility can flourish. When leadership is practised as stewardship, the group moves forward not because of one person’s authority, but because everyone is engaged in creating the future together.

Reflective questions:

  • How do you distinguish between taking charge and taking responsibility?

  • Where in your work or community might leadership be better shared?

  • When have you experienced leadership that empowered rather than controlled?

Teamwork: Building with others

Teamwork is the strength of working collaboratively and loyally with a group. It is more than dividing tasks. True teamwork is about commitment to a shared purpose, accountability to one another, and trust that the group is stronger together than apart.

Its value lies in interdependence. Communities and organisations thrive when people recognise that no one succeeds alone. Teamwork distributes both responsibility and reward, reminding us that achievement is not an individual possession but a collective creation.

Picture a cross-functional team under pressure to deliver. Everyone has their own priorities, but one member consistently checks in: “What do others need before I move forward?” That simple stance shifts the culture from parallel effort to shared effort. The project advances not because individuals excel in isolation but because they adapt and support each other.

Balance is key. In balance, teamwork means reliable participation and genuine collaboration. Overused, it can slip into conformity, where the group avoids conflict and silences difference in order to keep harmony. Underused, it looks like disengagement, where people withhold effort, compete for credit, or treat the group as secondary to their own interests.

Practices to invite teamwork into work and community:

  • Begin projects by naming a shared purpose and clarifying mutual commitments.

  • Rotate responsibilities so ownership is distributed and no one carries the burden alone.

  • Celebrate collective achievements openly, ensuring credit is shared fairly.

  • Create space for dissent and difference, recognising that honest disagreement strengthens the team.

Teamwork is not about blending in. It is about standing together. When practised well, it honours both individual gifts and collective responsibility. Communities built on teamwork remind us that belonging is not passive. It is an active choice to work for the good of the whole.

Reflective questions:

  • How do you contribute to the reliability and cohesion of your teams?

  • In what ways could your group honour individual voices while deepening collective responsibility?

  • When have you experienced teamwork that made achievement possible beyond what individuals alone could do?

Forgiveness: Releasing the hold of the past

Forgiveness is the strength of letting go of resentment and offering others a chance to begin again. It is not excusing harm or forgetting what happened. Rather, it is the decision to release bitterness and to restore relationship when possible. Forgiveness frees both the one who forgives and the one who is forgiven.

Its value lies in healing. Communities cannot thrive without forgiveness, because no group is free from conflict or disappointment. Forgiveness interrupts cycles of blame and retaliation, creating the possibility of renewed trust. It allows groups to move forward rather than remain trapped in the injuries of the past.

Imagine a workplace where a colleague mishandles a task, causing extra work for others. Anger is understandable. Yet after accountability has been taken, the team chooses to reset: “Let’s not carry this mistake longer than we need to. What matters now is how we work together going forward.” Forgiveness here is not denial but the decision to privilege relationship over resentment.

Balance is essential. In balance, forgiveness restores connection while still holding people accountable. Overused, it becomes permissiveness, where repeated harm is excused and boundaries disappear. Underused, it turns into grudges, where past wrongs are carried indefinitely and relationships remain broken.

Practices to invite forgiveness into work and community:

  • Acknowledge the harm clearly before moving toward release. Forgiveness is not avoidance.

  • Separate the act from the person: condemn the behaviour, not the human being.

  • Create rituals of reconciliation, such as naming what is forgiven and what is now possible.

  • Practise self-forgiveness, recognising that releasing oneself from guilt is also an act of service to the community.

Forgiveness is not weakness. It is a powerful act of freedom. When a community chooses forgiveness, it reclaims the energy that resentment drains and redirects it toward building the future.

Reflective questions:

  • Where in your work or community is forgiveness needed to release old burdens?

  • How do you balance forgiving with ensuring accountability?

  • When have you experienced forgiveness as a moment of liberation for yourself or others?

Humility: Standing in perspective

Humility is the strength of keeping our accomplishments and importance in perspective. It does not mean self-denial or lack of confidence. It is the capacity to recognise our place within the larger whole, to speak of ourselves without exaggeration, and to let our work, not our status, be what matters most.

Its value lies in openness. Humility creates room for others to contribute because it does not crowd the space with self-importance. Communities where humility is present tend to value collaboration over competition. In such settings, recognition is shared, and the focus remains on the common purpose rather than on individual prestige.

Imagine a leader who receives credit for a successful initiative. Instead of claiming the spotlight, they name the specific contributions of others and highlight what the team achieved together. The act of redirecting recognition strengthens belonging, because everyone can see that the work is held in common.

Balance is crucial. In balance, humility is confident modesty: acknowledging gifts without inflating them. Overused, it can turn into self-deprecation, denying one’s strengths and withholding them from the group. Underused, it becomes arrogance: seeking dominance, claiming undue credit, or assuming one’s perspective is the only one that counts.

Practices to invite humility into work and community:

  • Share credit generously, naming others’ contributions whenever you are recognised.

  • Practise listening more than speaking, especially when you hold authority.

  • Admit limits or mistakes openly, treating them as part of being human rather than as weakness.

  • Approach each gathering with the question: “What can I learn here, and from whom?”

Humility is not about shrinking. It is about standing in perspective. When we choose humility, we affirm that every contribution matters, and that the future is built not by individuals alone but by communities acting together.

Reflective questions:

  • Where in your work or community might humility open more space for others to contribute?

  • How do you balance confidence in your gifts with modesty about your role?

  • When have you seen humility in action strengthen trust in a group?

Prudence: Choosing with care

Prudence is the strength of making careful, thoughtful choices. It is not timidity or fear of risk. Rather, it is foresight: the ability to weigh options, anticipate consequences, and act in ways that protect what is valuable. Prudence asks us to pause long enough to choose wisely.

Its value lies in stewardship. Communities and organisations need people who can balance vision with responsibility. Prudence ensures that resources, relationships, and opportunities are not squandered. When decisions are prudent, others feel safe to participate because they trust that risks are being taken with care.

Imagine a team tempted by a quick solution that promises fast results but carries significant hidden costs. A prudent colleague slows the rush: “Let us take a moment to consider what this decision could mean six months from now.” By naming the longer view, they protect the group from choices that would undermine trust or sustainability.

Prudence requires balance. In balance, it is caution guided by purpose. Overused, it becomes over-caution, where fear of failure prevents action and opportunities are lost. Underused, it appears as impulsiveness, chasing short-term gains while ignoring long-term impact.

Practices to invite prudence into work and community:

  • Before major decisions, ask both: “What is the best possible outcome?” and “What is the worst likely outcome?”

  • Build a habit of considering the impact on future generations, not just immediate results.

  • Create decision-making processes that slow down urgency, giving space for reflection.

  • Pair prudence with bold voices in the group, ensuring caution protects possibility rather than stifling it.

Prudence is not about avoiding risk altogether. It is about choosing risk wisely. Communities thrive when decisions are guided by foresight and responsibility, because they know their future is being protected while possibilities remain open.

Reflective questions:

  • Where are you most tempted to rush into decisions without considering long-term consequences?

  • How might prudence serve your team or community without drifting into fearfulness?

  • When have you witnessed a prudent choice that protected the integrity of the whole?

Self-Regulation: Guiding the self with discipline

Self-regulation is the strength of managing our impulses, emotions, and behaviours in ways that align with our values. It is not repression or rigidity. Rather, it is the capacity to pause, to choose a response instead of reacting, and to sustain commitments over time.

Its value lies in trustworthiness. Communities and organisations rely on people who can be steady under pressure and consistent in their actions. When self-regulation is present, others feel safe, because they know emotions will not erupt unpredictably and promises will be honoured.

Imagine a heated meeting where tempers flare. One participant feels anger rising but takes a breath before speaking. Instead of escalating, they respond calmly: “I hear how strongly you feel. Let us slow down so we can really understand.” Their restraint shifts the atmosphere. Self-regulation here is not suppression but the disciplined choice to serve the group rather than the emotion of the moment.

Balance is vital. In balance, self-regulation is disciplined flexibility, holding steady while still allowing authentic emotion. Overused, it can look like rigidity, perfectionism, or emotional distance. Underused, it becomes impulsiveness, mood swings, or unreliability.

Practices to invite self-regulation into work and community:

  • Practise short pauses before responding, especially in moments of conflict.

  • Create personal rituals that restore calm, such as journaling, breathing exercises, or reflection.

  • Keep commitments visible to yourself and others, and follow through even when motivation wanes.

  • Share openly when you are struggling to regulate, inviting accountability and support rather than hiding.

Self-regulation is not about suppressing who we are. It is about directing our energy toward what matters most. When a community is filled with people who can hold themselves steady, the whole group becomes more resilient and capable of facing challenge.

Reflective questions:

  • Where do you most need to pause before reacting in your work or relationships?

  • How can you practise discipline in ways that free you, rather than confine you?

  • When have you witnessed self-regulation transform a difficult moment into a constructive one?

Appreciation of Beauty and Excellence: Seeing what is worthy

Appreciation of beauty and excellence is the strength of noticing and valuing what is good, admirable, and inspiring in the world around us. It includes recognising natural beauty, human skill, and moral goodness. At its heart, it is about pausing to see and honour what uplifts life.

Its value lies in renewal. Communities often become consumed by problems, deadlines, and conflicts. Appreciation interrupts this focus on what is missing by drawing attention to what is already present and worthy. It lifts spirits, restores perspective, and inspires people to give their best.

Imagine a team celebrating the close of a difficult project. Rather than diving immediately into the next task, someone says: “Before we move on, let us take a moment to name what we admire about what was created here.” The room shifts from fatigue to gratitude. What might have felt like mere survival is remembered as a genuine accomplishment.

Balance is essential. In balance, appreciation encourages gratitude and inspiration. Overused, it can turn into idealisation or distraction, noticing excellence without grounding it in reality. Underused, it results in cynicism or indifference, missing the good that sustains us.

Practices to invite appreciation into work and community:

  • Begin or end gatherings by naming something beautiful or excellent that has been witnessed.

  • Take deliberate pauses during routines to notice the quality of the work or the environment.

  • Express admiration directly to others, naming the specific excellence you see in them.

  • Use stories of excellence and beauty to inspire perseverance in times of difficulty.

Appreciation of beauty and excellence is not escapism. It is a way of orienting ourselves to what is life-giving and worthy of honour. Communities that practise this strength become more resilient, because they remember to see what is already working well and to be nourished by it.

Reflective questions:

  • Where in your work or community do you most often encounter beauty or excellence?

  • How might you create more moments to name and celebrate what is worthy?

  • When has someone else’s appreciation lifted your sense of pride or purpose?

Gratitude: Remembering What We Have Received

Gratitude is the strength of recognising and appreciating the gifts, benefits, and kindnesses we have received. It is more than saying thank you. It is a way of perceiving the world that notices abundance rather than scarcity, and acknowledges that much of what sustains us comes from beyond our own effort.

Its value lies in connection. Gratitude turns attention outward, strengthening bonds by recognising the contributions of others. It softens entitlement and resentment, replacing them with appreciation. Communities where gratitude is practised regularly develop resilience, because people feel valued and more willing to keep giving.

Picture a workplace where long hours are the norm. Fatigue grows, and morale declines. A manager pauses a meeting and says: “Before we continue, let us name the contributions we appreciate in each other.” As colleagues speak, the atmosphere lightens. Energy returns not from a reduction in workload, but from the recognition of shared effort.

Balance matters. In balance, gratitude is sincere and sustaining. Overused, it can become ritualised or shallow, where words of thanks are spoken without depth or reflection. Underused, it shows as entitlement or neglect, where gifts are taken for granted and relationships become transactional.

Practices to invite gratitude into work and community:

  • Set aside time in gatherings for people to name what they are grateful for in each other.

  • Keep a personal or collective journal of gratitude, recording both small and large gifts.

  • Link gratitude to specific actions, naming not only what was done but why it mattered.

  • Express gratitude across hierarchies, ensuring those in unseen roles are recognised.

Gratitude is not a technique for positivity. It is a way of acknowledging that life and community are sustained by countless gifts. Practised with depth, gratitude becomes a form of stewardship, honouring what we have received by using it well.

Reflective questions:

  • What gifts, large or small, have you received this week that are worth naming?

  • How can your expressions of gratitude become more specific and heartfelt?

  • When has another person’s gratitude reminded you of the value of your own contribution?

Hope: Trusting in what is possible

Hope is the strength of expecting the future to hold good, and of working toward it with belief and persistence. It is not blind optimism or denial of difficulty. True hope acknowledges present struggles while trusting that change is possible. Hope fuels resilience by linking today’s effort to tomorrow’s possibility.

Its value lies in orientation. Hope keeps communities moving forward, especially in times of uncertainty or discouragement. It provides direction when obstacles appear overwhelming, and it sustains energy when results are not immediate. Hope is both a personal anchor and a communal resource.

Imagine a non-profit facing funding cuts. The team feels anxious and defeated. A colleague speaks honestly: “This is hard, and we cannot deny it. But I believe we can adapt and find new partners if we stay committed to our mission.” The words do not erase the difficulty, but they spark a different spirit. People remember that their work is worth continuing.

Balance is necessary. In balance, hope is grounded expectation: it faces reality but refuses despair. Overused, it can slip into naïveté, ignoring real risks or expecting others to solve problems. Underused, it looks like cynicism or resignation, where effort ceases because the future is assumed to be fixed.

Practices to invite hope into work and community:

  • Begin discussions of problems by also naming possibilities, however small.

  • Share stories of past resilience, reminding people that the group has faced challenges before and endured.

  • Create visual reminders of progress toward long-term goals, so the future feels tangible.

  • Pair hope with planning: articulate both what you long for and the steps required to move toward it.

Hope is not a luxury. It is a discipline of trust in what could be, even when what is feels heavy. When communities practise hope, they free themselves from despair and choose to live as though a better future is worth their effort.

Reflective questions:

  • Where in your work or community do you most need hope right now?

  • How do you balance realistic assessment with the discipline of expectation?

  • When has someone else’s hope enabled you to keep going?

Humour: Lightening the load

Humour is the strength of seeing the lighter side of life and sharing it in ways that bring joy and relief. It is not sarcasm or avoidance of seriousness. True humour creates connection, eases tension, and helps people face challenges with perspective.

Its value lies in resilience. Communities under strain often risk collapsing into heaviness or despair. Humour interrupts this weight by offering release. A well-timed laugh makes the load more bearable and reminds people that they are more than their problems. Humour is also a bonding force, helping groups feel closer through shared delight.

Imagine a team working late into the night on a demanding project. Fatigue sets in. Someone cracks a gentle joke about the mountain of sticky notes covering the wall: “If these were currency, we’d all be millionaires by now.” The room erupts in laughter. Energy returns. Nothing about the workload changes, but the atmosphere becomes lighter and more humane.

Humour requires balance. In balance, it uplifts and connects. Overused, it becomes distraction or deflection, avoiding necessary seriousness. It can also wound when used as sarcasm or at another’s expense. Underused, it results in severity, where groups miss opportunities to refresh themselves through play.

Practices to invite humour into work and community:

  • Share light-hearted stories or moments that bring perspective during difficult work.

  • Encourage laughter that is inclusive and never at the cost of another person’s dignity.

  • Use humour to humanise leadership and reduce distance between roles.

  • Treat humour as a form of play: a way of experimenting with ideas and reminding people of their shared humanity.

Humour is not a denial of reality. It is a reminder that we are larger than our difficulties, and that joy can be present even in struggle. When humour becomes part of a community’s rhythm, people remember that work and life are not only about survival but also about delight.

Reflective questions:

  • How does humour currently show up in your work or community?

  • When has laughter shifted the atmosphere in a way that made real progress possible?

  • How can you invite more humour without deflecting from what matters?

Spirituality: Living with meaning

Spirituality is the strength of holding life within a larger sense of meaning and purpose. It is not limited to religion, though for some it flows from faith traditions. At its heart, spirituality is about orienting our lives toward what is most sacred and significant, and allowing that orientation to guide our actions.

Its value lies in grounding. Spirituality gives people resilience in hardship because they trust their lives are part of a greater story. It gives communities direction, binding them together around shared values and a sense of the sacred. When spirituality is present, daily work feels less like survival and more like service to something enduring.

Imagine a healthcare team facing the relentless stress of caring for patients. One day, a colleague pauses before rounds to say, “Let us remember why we do this: each person we see is someone’s child, sibling, or friend.” The reminder does not reduce the workload, but it restores meaning. The team’s labour is reframed as sacred, not simply technical.

Balance is vital. In balance, spirituality connects us to purpose and deepens compassion. Overused, it can harden into dogma, where belief excludes or diminishes others. Underused, it becomes emptiness, where work and life feel disconnected from any larger meaning.

Practices to invite spirituality into work and community:

  • Begin gatherings with a moment of silence or reflection, allowing space for meaning to enter.

  • Ask questions that connect work to purpose, such as: “Who will be served by what we are doing today?”

  • Honour diverse sources of meaning, recognising that spirituality takes many forms.

  • Create rituals of remembrance and celebration that connect daily tasks to enduring values.

Spirituality is not an escape from the world. It is a way of inhabiting the world with depth, seeing every action as part of a greater whole. When communities live with spirituality, they remember that their work is not only about what they achieve, but about the meaning they embody together.

Reflective questions:

  • What anchors you when daily work feels overwhelming?

  • How does your sense of purpose shape the way you act in community?

  • When has a shared sense of the sacred strengthened your connection to others?

Ten ways to bring strengths into leadership

Exploring the 24 VIA strengths offers language and insight. Yet the real challenge for leaders is how to use these strengths in the flow of daily work. Strengths are not meant to sit in a profile or remain as concepts. They are practices that come alive when applied to decisions, relationships, and strategy. Research shows that leaders who deliberately draw on their strengths build higher engagement and resilience in their teams (Rath & Conchie, 2008; Peterson & Seligman, 2004). The following ten practices provide ways to bring strengths into leadership with clarity and depth.

  1. Name and monitor your strengths

    Clarity begins with naming. Leaders often operate on assumptions about what they are good at, but without naming their strengths they miss patterns of use, overuse, and neglect. Monitoring is not about judgement, it is about awareness. Over time, this reveals which strengths are genuine anchors and which appear only in certain contexts.

    Example in practice: Keep a decision journal for a month. For each key decision, note which strengths you used. Did curiosity lead you to ask better questions? Did prudence slow you down? At the end of the month, review the notes to see which strengths are truly central to your effectiveness.

  2. Link strengths to purpose

    Strengths are most powerful when tied to a purpose larger than personal success. Without alignment, they risk becoming self-serving. Purpose gives strengths direction and legitimacy, particularly in organisations where results matter.

    Example in practice: A CFO frames prudence not as personal caution, but as safeguarding the long-term sustainability of the business. In this way, colleagues see prudence not as resistance but as stewardship of the organisation’s future.

  3. Build habits that embed strengths

    Strengths do not grow through occasional effort. They become part of a leader’s identity when woven into daily rhythms. Habits make strengths less about performance and more about character.

    Example in practice: A manager builds kindness into team culture by starting each meeting with an acknowledgement of a colleague’s contribution. Over time, this habit normalises appreciation as part of how the team works together.

  4. Celebrate strengths in others

    Strengths-based leadership is never a solo exercise. Its real impact is multiplied when a leader recognises and affirms the strengths in others. This creates belonging, reinforces identity, and builds trust across the team.

    Example in practice: In a project review, a leader highlights specific strengths rather than only outcomes: “Your creativity gave us direction, and your perseverance ensured delivery.” This not only affirms achievement but helps colleagues see themselves more clearly.

  5. Pair strengths for balance

    No strength stands alone. Overused strengths can become liabilities. Pairing strengths with others creates maturity and keeps practice balanced.

    Example in practice: A product leader pairs creativity with prudence. Bold new ideas are welcomed, but always tested against potential risks. This pairing keeps innovation alive while grounding it in credibility.

  6. Practise strengths in new contexts

    Strengths can become narrow if only used in familiar situations. Applying them in unexpected contexts builds flexibility and deepens capacity.

    Example in practice: A CEO known for humour brings it gently into a tense board meeting, reducing defensiveness and opening space for constructive dialogue. Using humour in this way strengthens both trust and decision-making.

  7. Visualise your best possible self

    Leaders often underestimate the value of mental rehearsal. Visualising yourself leading with a strength in a difficult moment prepares the mind to act deliberately when pressure comes.

    Example in practice: Before a conflict meeting, a leader visualises themselves using perspective. They picture staying calm, keeping the conversation focused on long-term goals, and creating space for all voices. When the meeting begins, they are already anchored.

  8. Set strengths-based challenges

    Growth comes when strengths are exercised at the edge of comfort. By setting deliberate challenges, leaders expand capacity without abandoning their natural style.

    Example in practice: A leader strong in curiosity volunteers to lead a digital transformation project outside their technical expertise. Their curiosity drives engagement, and their willingness to stretch builds credibility across the organisation.

  9. Draw on strengths role models

    Role models show strengths in action. Observing how others use a strength provides both inspiration and concrete behaviours to adopt and adapt.

    Example in practice: A manager who wants to grow in bravery watches how a senior colleague voices dissent in executive meetings. They notice the colleague always frames concerns in terms of shared purpose. Borrowing this practice allows the manager to express courage in a way that earns respect.

  10. Reflect weekly on strengths in action

    Without reflection, strengths risk becoming abstract. A regular rhythm of looking back ensures they remain alive in practice and visible in identity.

    Example in practice: Each Friday, a leader notes one strength used well, one overused, and one neglected. Over time, this discipline sharpens awareness and makes deliberate use of strengths part of leadership itself.


Reflection questions:

  • Which of these ten practices could most strengthen your leadership right now?

  • How can you create weekly rhythms that bring strengths into daily leadership?

  • When have you seen a leader transform their impact by using their strengths more deliberately?


Conclusion: Returning to the question

The executive I was coaching eventually began to see their leadership differently. Instead of measuring themselves only by output or technical expertise, they started to recognise the qualities that colleagues valued most, perseverance when others wavered, perspective in moments of tension, kindness that made people feel safe to contribute. Seeing these as strengths gave them a clearer sense of identity. It also helped them play more deliberately to what was already working.

That is the gift of a strengths-based approach. Whether through CliftonStrengths, StrengthsScope, or VIA Character Strengths, the invitation is the same: to know ourselves more clearly, and to lead from what is best in us. Research reminds us that this is not only good for individual well-being but also for the performance and resilience of teams (Rath & Conchie, 2008; Peterson & Seligman, 2004).

The question remains for each of us: How can I identify my leadership strengths, and use them with balance and intention? The answer is not found in any single framework. It comes from honest reflection, consistent practice, and the willingness to let others see and affirm what we bring.

Leadership is less about trying to be everything, and more about choosing to act from the strengths that give life to us and to those we lead. The work is ongoing. Each decision, each conversation, each crisis offers a new chance to practise.

Reflective questions for moving forward:

  • Which of your strengths do you want to bring more deliberately into your leadership this week?

  • How will you notice when a strength is being overused or neglected?

  • Who around you can help you see my strengths more clearly than you see them in yourself?

Do you have any tips or advice on leading with strengths?

What has worked for you?

Do you have any recommended resources to explore?

Thanks for reading!

References

Niemiec, R.M. (2013) VIA character strengths: Research and practice (The first 10 years). Boston, MA: Hogrefe.

Niemiec, R.M. (2018) Character strengths interventions: A field guide for practitioners. Boston, MA: Hogrefe.

Niemiec, R.M. and McGrath, R.E. (2019) The power of character strengths: Appreciate and ignite your positive personality. Cincinnati, OH: VIA Institute on Character.

Niemiec, R.M. and Rashid, T. (2016) Positive psychotherapy: Clinician manual. Washington, DC: American Psychological Association.

Peterson, C. and Seligman, M.E.P. (2004) Character strengths and virtues: A handbook and classification. New York: Oxford University Press.

Kaiser, T. and White, M. (2015) Positively character: Building character strengths and well-being in young people. Birmingham: Youth Positive.

Rath, T. and Conchie, B. (2008) Strengths-based leadership: Great leaders, teams, and why people follow. New York: Gallup Press.