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Test takers are presented with paired statements and select the option they identify with best, then receive a report outlining the five strength areas they scored highest in, along with information on how to apply those strengths. [2] Clifton and his team developed the test using Gallup's historical polling data, interviews with leaders and ...
Donald O. Clifton (February 5, 1924 – September 14, 2003) was an American psychologist, educator, author, researcher, and entrepreneur.He founded Selection Research, Inc., which later acquired Gallup Inc., where he became chairman, and developed CliftonStrengths, Gallup's online psychological assessment.
Gallup is a private employee-owned company based in Washington, D.C., [3] [11] founded by George Gallup in 1939. Headquartered in The Gallup Building, [4] it maintains between 30 and 40 offices globally, [6] in locations including in New York City, London, Berlin, Sydney, Singapore, and Abu Dhabi, and has approximately 1,500 employees.
Specifically, the Strengths-Based Practice is a psychological approach to gainful employment that has business applications for the employed and people in management positions. In management in particular, managers who focus on employee strengths, communicate company goals, and give constructive feedback to employees promote gainful employment. [8]
Of the 24 strengths, most can be assessed using self-report questionnaires, behavioral observation, peer-report methods, and clinical interviews. Three strengths, however, have yet to be reliably assessed: humility, modesty, and bravery. [1]
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Shane J. Lopez was a psychologist who worked as a senior scientist for Gallup and as research director of The Don Clifton Strengths Institute. [1] [2] He was also a fellow of the American Psychological Association. [3] His research focused on hope which aims to show that investing in one's future reaps immediate rewards.
A survey article "Strength Use in the Workplace: A Literature Review" by Miglianico et al. suggest this might indeed be a fine product, but "Strengths, strengths overused, and lopsided leadership" by Kaiser and Overfield raises issues about the scope and validity as well as the risks of addressing only individual aspects.