Strengths use in the workplace and its effects on individual work outcomes: A meta‐analysis

Abstract Strengths use, an initiative an employee may take to apply personal strengths for task completion, is recognized in the Job Demands‐Resources (JD‐R) theory as a proactive action that can enhance well‐being and performance, yet empirical inconsistencies persist regarding its antecedents and outcomes. Integrating JD‐R with complementary theoretical perspectives (Self‐Determination Theory for mediation; Situational Strength Theory for moderation), this meta‐analysis synthesizes 111 independent samples ( N = 43,575) and 459 effect sizes through Meta‐Analytic Structural Equation Modeling (MASEM) methodology. Key findings establish that antecedents operate across three distinct categories: organizational support (structural resources), positive leadership (relational resources), and positive self‐concept (personal resources) significantly strengthen strengths use. Individualism amplifies relationships between strengths use and externally influenced antecedents (organizational support/positive leadership) but not self‐initiated pathways (self‐concept). Additionally, basic psychological needs satisfaction (BPNS) fully mediates strengths use effects on fulfilling work and task performance. These results offer insights into the role of strengths use in the workplace and practical evidence for management and practice.