aiesec leadership strengths profile research - david j. pollay - publication final version

8/3/2019 AIESEC Leadership Strengths Profile Research - David J. Pollay - Publication Final Version

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2006 David J. Pollay 85 SE Fourth Avenue I Delray Beach, FL 33483VOICE 561.265.1165 I FAX [email protected]

St rengt hs Prof i les of

Leaders in Organizat ions

A study conducted with the Member Committee Presidents of

David J. PollayThe University of Pennsylvania

and

Research Paper Presented at theInternational Positive Psychology Summit

In Washington, D.C.October, 2006

St rengt hs Prof i les o f Leaders


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2006 David J. Pollay

85 SE Fourth Avenue I Delray Beach, FL 33483VOICE 561.265.1165 I FAX [email protected]


Abstract

Does the leadership of an organization have a distinct character strengths profile compared to

the general population of people of the same age and background? Will certain strengths predictably

appear in the leadership strengths profile? This study attempts to answer these questions by

administering the Values In Action Inventory of Strengths (VIA-IS) to sixty-two national presidents of

AIESEC, the largest student organization in the world. The VIA-IS scores of the AIESEC sample

were compared to people of the same age and education. The results of the study demonstrate that

the AIESEC leadership does have a distinct leadership strengths profile. Hope, curiosity,

perseverance, leadership, teamwork, and fairness were successfully predicted to be represented in

the leadership profile. Four additional strengths were not predicted, but emerged: zest, bravery,

perspective, and forgiveness. Finally, love was predicted, but did not prove uniquely strong among

AIESEC leaders. Our study suggests that the VIA-IS may be an important tool for organizations

which are interested in understanding the strengths profile of their leaders.


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Character Strengths Profiles in Organizations

AIESEC Leaders and Strengths

In 1948 university students from 7 European nations formed the Association Internationale des

Etudiants en Sciences Economiques et Commerciales, known by its French acronym AIESEC.

AIESEC is run by student leaders in more than 900 universities located in 95 countries. The United

Nations recognizes AIESEC as the largest student organization in the world. Each AIESEC member

country is led by a president who is elected by the general membership of that country. The

president also represents his or her country internationally, participating as a voting member in

AIESEC Internationals planning, programming, and budgeting processes.

AIESEC is unique in part for its ability to thrive for almost 60 years in spite of the fact that all

levels of the leadership ranks in the organization turn over every year. How is success possible given

this constant change? Who are these leaders? Is there something unique about them that makes

their success possible?

In this study I focus my investigation on the strengths of these national leaders.

Strengths

We believe that character strengths are the bedrock of the human condition and that strength-

congruent activity represents an important route to the psychological good life.

(Peterson & Seligman, 2004, p. 4)

The Gallup Organization defined individual strengths to be the working result of a persons

talents matched to her skills, knowledge and experience. It is worthy of note that Gallup placed the


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emphasis of its work on discovering peoples innate talent. Gallup has discovered that our talents

defined as our naturally recurring patterns of thought, feeling, or behavior that can be productively

applied are our greatest opportunities for success (Clifton & Harter, p. 111). While Gallup is best

known for its focus on talents applied in the workplace, it has also applied its findings to faith-based

communities, to parenting, and to education. In fact, more than 200,000 university students have

been through the Gallup StrengthsQuest program (Rath, 2006).

Peterson and Seligman believed that the identification and deployment of our strengths apply

across all domains in our lives. These researchers predominantly used ten criteria to determine if a

strength was worthy of inclusion in their classification of strengths; Table 1 reviews the criteria they

established (Peterson, & Seligman, pp.16-28). While Peterson and Seligman encouraged us to

develop our top strengths, they also believed that strengths are malleable and can be developed with

concentrated effort.

Gallup joined Peterson and Seligman in referring to ones top strengths as signature

strengths; this term was first introduced by Stone (Seligman, 2002). Signature strengths are those

that an individual authentically feels capture what is unique about himself; he is intrinsically motivated

to use them and enjoy activities that call upon them (Peterson & Seligman, 2004). Peterson and

Seligman wrote that people who use their top strengths are more likely to experience higher levels of

well-being (Peterson & Seligman, 2004). Clifton and Harter reminded us that, The strengths-based

organization does not ignore weaknesses, but rather achieves optimization, where talents are

focused and built upon and weaknesses are understood and managed (Clifton & Harter, 2003, p.

112).


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Focusing on Strengths

In this study I focus on strengths for three principle reasons. First, The Gallup Organization

has conducted extensive research that demonstrates the power of employees using their top

strengths in the workplace. Corporations which have a higher proportion of employees indicating

they have the opportunity to do what they do best every day are more productive, have higher

customer loyalty, and have lower turnover (Clifton & Harter, 2003, p. 119). AIESEC relies on a

motivated and engaged membership; increasing the use of member strengths in the execution of

AIESEC responsibilities has the potential to significantly improve organizational performance.

Second, strengths-focused leaders have a powerful impact on their employees. In a recent

poll (Gallup Organization, 2002), we found that employees perceptions of their organizational leaders

and the future of the organization was significantly more positive if the employees felt the leadership

of the organization focuses on the strengths of each person. Developing sustainable positive

momentum in an organization is, in part, a function of developing systems that increase the

opportunity for talent identification and strengths development for each individual (Clifton & Harter,

2003, p. 121). AIESEC presidents have the opportunity to be strengths-focused leaders.

Third, Seligman, in his book Authentic Happiness (2002) presented a tripartite approach to

happiness. He writes that a life filled with positive emotion, meaning, and the opportunity to engage

ones top strengths is a happy one. AIESEC presidents will benefit from any activity that brings out

their strengths more fully.


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Choosing AIESEC

AIESEC is present on more than 900 university campuses in 95 countries. AIESEC is the

world's largest student organization (AIESEC International [AI], 2006). It is unequaled in the

leadership experience it provides its members each year.

University students have the annual opportunity to attend more than 350 leadership

conferences, to participate in one of more than 4,000 work-abroad opportunities, and to be one of

AIESECs 5,000 elected leaders. AIESEC enables more than 20,000 student members per year to

develop their leadership capacity. AIESEC helps young people to

answer fundamental questions such as What is important to me? and How do I want to

contribute to the world? AIESEC supports young people in clarifying and expanding their

ambitions through mentorship, personal vision exercises, an inspiring environment, and

providing intense experiences that challenge their view of the world and their role within

itAIESEC shakes up the way young people see the world. A stronger and more holistic

view of the world enables them to more easily incorporate new perspectives, see

interdependencies, and identify ways to positively impact any given situation (AI, 2006).

The vision of AIESEC is, Peace and fulfillment of humankinds potential. AIESEC sees its

role in this way, Our international platform enables young people to discover and develop their

potential to provide leadership for a positive impact on society (AI, 2006). Identifying, understanding,

and developing young peoples strengths will play a significant role in the development of their

potential.


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Choosing a Strengths Assessment

In order to carry out our assessment of the strengths of AIESEC leaders, I evaluated which

strengths assessment I would administer to the AIESEC presidents. I chose the VIA-IS over the

Gallup Organizations Clifton StrengthsFinder. I will first review the Clifton StrengthsFinder, followed

by a discussion of the VIA-IS.

The Clifton StrengthsFinder

Gallup has conducted research with hundreds of companies, thousands of managers and

leaders, and millions of employees. Their multi-year studies have resulted in the discovery that there

are 34 talent themes that all of us have to some degree in the workplace (Buckingham & Clifton,

2001). Situational themesare the specific habits that lead people to manifest given character

strengths in given situations (Peterson & Seligman, 2004, p. 14).

The question is which of these themes are our signature ones? When do we really shine?

Gallup called on neurological studies to make their case that most of our talents are set in place early

in life. Gallup likened our signature talents to eight lane highways; we can achieve a lot when we use

them. On the other hand, our non-talents are like dirt paths; one rainstorm and were stuck in the

mud. Gallups conclusion is that we have significantly more power and potential when we leverage

our strengths, rather than venturing on a weakness-fixing mission.

The StrengthsFinder works in any organization because the talent themes are not value laden.

They can be used to support whichever value-set a company has. If you want your sales people to

be competitive, you can hire for this talent and develop it further when theyre on board. If you want

your leaders to share their opinions without hesitation no matter the subject, you might hire people


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with the command talent. If you want to hire customer service representatives who greet all

customers with a smile, you might hire people with positivity.

Gallup has a powerful language of strengths built into their assessment. In order to get the

most out of the talent language, you must travel beyond the name of the strength and seek its

meaning. Talents with names like connectedness, context, ideation, input, intellection, maximizer,

positivity, restorative, significance, and woo need to be explained for most audiences. Once you

understand what they mean, the power of their application is great.

The VIA - Inventory of Strengths

The VIA - Inventory of Strengths (VIA-IS) was introduced just a few years ago, yet it has

already been taken by more than 600,000 people around the world (Peterson, 2006). Peterson and

Seligman developed the VIA-IS.

Peterson and Seligman engaged in extensive research to determine a classification of

character strengths and virtues ubiquitously valued around the world. The premise of their research

was that there are certain character strengths that are important and appreciated no matter in which

context they are displayed. These strengths are celebrated at work, at home, in school, at the

grocery story, and on the soccer field.

It is worth considering that the VIA-IS measures morally valued strengths. This is important

for a company to consider. If a company strives to be listed in Fortune Magazines Top 100 Places to

Work, the VIA-IS is a powerful tool to use. Park, Peterson, and Seligman found in their research that

the more a person owns and uses her strengths, the greater life satisfaction she reports (Park,

Peterson, & Seligman, 2004). Seligman and his colleagues also discovered that people were


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lastingly happier when they learned about their VIA-IS strengths and found new ways to use them

(Seligman, et al., 2005). The virtues are at once conducive to the betterment of me and the we

bringing happiness, productivity, and harmony to both the individual and the society more generally

(McCullough & Snyder, p.3).

The VIA-IS has an advantage over the Clifton StrengthsFinder because the VIA-IS strengths

are largely understood at face value, while many of the Gallup strengths are not commonly

understood. The additional challenge for Gallup is translating their unique nomenclature into other

languages.

The VIA-IS has an additional benefit; it was designed to be context independent. I am

interested in learning about the strengths leaders display in all environments. I believe the character

strengths of the VIA-IS are the most valuable because they are available to us at all times; we can

call upon them at any time, any place, and with anyone.

In terms of personal development, the VIA-IS allows people to leverage their life activities in

the service of further developing their strengths. Furthermore, the many roles people fulfill in their

lives benefit from character strengths development; all their efforts are aligned. Peoples strengths

are not domain limited; people do not need to worry about which strengths to turn on and which ones

to turn off. Character strengths travel with you wherever you go.

Table 2 reviews the character strengths that make up the VIA-IS. Character strengths are

routes to the six ubiquitous virtues: wisdom, courage, humanity, justice, temperance, and

transcendence (Seligman, 2002, p. 137). A strength is a trait, a psychological characteristic that can

be seen across different situations over time (Seligman, 2002, p. 137); valued in its own right

(Seligman, 2002, p. 137), and measurable and acquirable (Seligman, 2002, p. 137), and contributes


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to good feeling and gratification (Seligman, 2002, p. 9). A technical review of the VIA-IS measure

itself can be found in the Measures section of this paper.

A final point worth noting about the VIA-IS is that its science is also transparent and available

for review and analysis. Gallups StrengthsFinder is proprietary, and much of the research behind it is

not available for public review.

Leadership Strengths Profile

In a lecture to students participating in the Masters of Applied Positive Psychology Program at

the University of Pennsylvania, Peterson revealed that no study has yet been published describing

how the VIA-IS was administered to an organizations leaders in order to determine their leadership

strengths profile (Peterson, 2006). Peterson did review a preliminary study that measured the

character strengths of West Point cadets. A strengths profile was discovered that differed from the

general population (Peterson, 2006). This study with AIESEC is the first to focus on the top leaders

of a multinational organization.

Predicting and Discovering AIESEC Strengths

I have first-hand knowledge of AIESEC. I am a former AIESEC national president of the

United States, a former member of the AIESEC United States National Board of Directors, and a

member of AIESECs International Alumni Hall of Fame. In addition, I led a leadership development

workshop at the 2006 International Presidents Meeting in The Netherlands. I also analyzed annual

reports, marketing documents, and the website of AIESEC International.


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Before the administration of the VIA-IS to the presidents of AIESEC, I predicted which

character strengths I believed would surface as uniquely strong in comparison to other young adults

of the same age and educational background. I expected that hope, curiosity, perseverance,

leadership, teamwork, love, and fairness would score particularly high. The results of this study are

presented in the next two sections. Peterson significantly contributed to this study with his analysis

and interpretation of the VIA-IS results for the AIESEC presidents.

Method

Research Participants

Study participants were young adult volunteers from the AIESEC organization. All participants

were national presidents of AIESEC, or their recently elected successors; each was elected by the

general membership of his or her country to serve for one year. Each president is responsible for

national operations, and for representing his or her country in the planning, programming, and

budgeting processes of AIESEC internationally. 62 presidents took the VIA-IS on-line and reported

demographic data: 32 males and 30 females, all young adults, most with a college degree (48).

Measure

Below is a description of the Values In Action Inventory of Strengths (VIA-IS) by Peterson and

Seligman.

Values in Action Inventory of Strengths(Peterson, Park, & Seligman, 2005). The VIA-IS is a

240-item self-report questionnaire that uses a 5-point Likert scale to measure the degree to

which respondents endorse strength-relevant statements about themselves. There are a total


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of 24 strengths of character in the VIA classification, and the VIA-IS includes 10 items per

strength. Responses are averaged within scales, all of which have satisfactory internal

consistency measured by Cronbachs alpha coefficient ( > .70) and substantial test-retest

correlations over a four-month period (r ~ .70). Scale scores are negatively skewed (Xranges

from 3.5 to 4.0) but variable (SDranges from .5 to .9). There are a small number of

demographic correlates of specific character strengths, usually gender, where females scored

higher than males on interpersonal character strengths like social intelligence, kindness, and

love, but these never exceed r= .20.

Procedure

Invitations to the presidents to participate in the study were communicated by Brodie Boland,

AIESEC International President 2005-2006. Participants were directed to take the VIA-IS online at

the AIESEC Strengths Research website (http://www.authentichappiness.sas.upenn.edu/AIESEC/ ).

The presidents first provided demographic data during a brief registration process, and then were

directed to complete the VIA-IS. Upon completion of the VIA-IS, the presidents were each provided

individualized reports that present and discuss their top five character strengths.

Results

The VIA-IS scores of the AIESEC presidents were compared to those of a very large sample

(N = 17800) of United States respondents of comparable age and education who had taken the

questionnaire on-line at the Authentic Happiness (AH) website. Mean scores were compared with t-

tests. There were differences between the two samples, but they were neither across-the-board nor in

the same direction, which suggests that the differences that were found might be valid ones.


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There were no differences in VIA-IS strengths as a function of demographic characteristics, not

surprising in the case of age or education because these scarcely varied. More notable was the case

of gender because women usually score higher than do men on strengths of humanity.

Specifically, young adults in general reported greater appreciation of beauty than did the

AIESEC participants. The AIESEC participants in turn had higher scores for bravery, teamwork,

curiosity, fairness, forgiveness, hope, perseverance, leadership, perspective, and zest.

In terms of signature strengths, what is notable about the AIESEC sample is that the justice

strengths of teamwork and leadership were high, as were the temperance strength of perseverance,

and the emotional strengths of hope and zest. See Table 3 and Table 4 for a review of the results.

AIESEC Strengths Predicted Versus Results

Table 5 reviews the results of the study versus my predictions. Below I will first review the

strengths predictions I successfully made, the strength prediction that did not prove correct, and

additional strengths that emerged which I had not predicted.


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Strengths Successfully Predicted

Hope

We act in a way that is sustainable for our organization and society. Our decisions take into

account the needs of future generations.

- AIESEC International

AIESEC was founded on hope. Students from 7 European nations came together in 1946 to

forge a new path of understanding and cooperation among countries worldwide. Having lived through

the horror of World War II, these students saw that a better world was possible through forging

positive relationships among a new generation of leaders.

Snyders extensive research pointed to hope as the process of thinking about ones goals,

along with the motivation to move towards those goals (agency) and the ways to achieve those goals

(pathways) (Snyder, 1995, p. 355, as cited in Snyder et al., 2002). When you note that AIESEC has

grown from seven European nations to ninety-five countries spread across five continents, the hope

factor continues to drive and differentiate AIESEC. Furthermore, consider that AIESECs 5,000

leadership positions turn over every year; the belief that the best is yet to come is a motivational

driver for the membership. AIESEC believes it can and does make a difference; it embodies hope as

a strength.

The research that demonstrates the power and implications of hope was summed up in a

paper by Choong, Conley, Park, and Stratigakis (2006).

High hope individuals take an approach coping strategy (Michael, 2000; Snyder & Pulvers,

2001; as cited in Snyder, 2002). They have positive views about interpersonal relationships

and form close bonds (Kwon, 2002; Rieger, 1993; Sympson, 1999; as cited in Snyder, 2002),


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are more socially competent (Snyder et al., 1997; as cited in Snyder, 2002), perceive more

social support (Barnum et al., 1998; as cited in Snyder, 2002), are more forgiving of friends

and tolerant of others (Tierney, 1995; as cited in Snyder, 2002), and people generally gravitate

towards them (Cheavens et al., 2000; as cited in Snyder, 2002).

Curiosity

We seek to learn from the different ways of life and opinions represented in our multicultural

environment. We respect and actively encourage the contribution of every individual.


AIESEC by definition is curiosity in action. Heres how AIESEC defines its nature:

AIESEC is a global, non-political, independent, not-for-profit organization run by students and

recent graduates of institutions of higher education. Its members are interested in world issues,

leadership and management. AIESEC does not discriminate on the basis of race, color,

gender, sexual orientation, creed, religion, national, ethnic or social origin (AI, 2006).

Consider AIESECs international internship program. For almost sixty years AIESEC has been

exchanging students in companies worldwide. These internships serve to open students eyes to

other cultures, business practices, and economies. Complementing the intern work experience,

AIESEC provides a reception program (housing, entertainment, and a cultural learning program) to all

interns. AIESEC attracts and develops curious people.

Turning to the research on curiosity, we can see the potential benefits.

Experiencing curiosity evokes positive affect, motivating individuals to see new experiences

and reinforcing their exploration (Ainley, 1998; Kashdan & Roberts, 2002, in press). Feelings


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of competence and control resulting from integrating novel experiences engender further

positive affect (Ryan & Frederick, 1997). (Peterson & Seligman, 2004, p. 130)

AIESEC amplifies curiosity in the organization by highlighting and celebrating publicly the experience

its members have while abroad. Intern stories are captured and told during new member recruitment

drives, at conferences, and on hundreds of websites.

Perseverance

The way we run a global organization with such an impressive scale of programs and almost

100% turnover is through an incredible commitment from our membership. AIESEC members

invest between 15-30 hours a week in the organization while also managing university, part-

time jobs, family, and friends. They learn how to manage their time, set priorities, and multi-

task.


AIESEC is a model for Banduras concept of self-efficacy. Bandura defined self-efficacy as

peoples beliefs about their capabilities to produce designated levels of performance that exercise

influence over events that affect their lives (Bandura, 1994). The impact of a persons self-efficacy

beliefs on her performance was reviewed in a paper by Maymin, Nicholson, Pollay, and Rath (2006).

Albert Bandura explains how a persons self-efficacy beliefs can influence how they feel, think,

behave, and motivate themselves (Bandura, 1994, p. 71). Students with high self-efficacy are

more likely to approach difficult tasks as challenges to be mastered, and an efficacious

outlook fosters intrinsic interest and deep engrossment in activities, as well as produces

personal accomplishments, reduces stress and lowers vulnerability to depression (Bandura,

1994, p. 71). Bandura explains three effective ways to create a strong sense of efficacy

(Bandura, 1994, p. 72): mastery experiences, living vicariously through the experience of


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others who are similar to oneself, and using social persuasion to help people believe in their

capabilities.

Bandura went on to write in a Harvard Mental Health Letter, self-efficacy beliefs determine the

goals people set for themselves, how much effort they expend, how long they persevere, and how

resilient they are in the face of failures and setbacks (Bandura, 1997).

AIESEC leaders persevere each year to ensure that the organization thrives despite economic

downturns, global conflicts, and war. The AIESEC membership knows that its success is determined

in large part by its ability to recruit perseverant members year in and year out.

Leadership

We lead by example and inspire leadership through action and results. We take full

responsibility for our role in developing the potential of people.


AIESEC is a leadership development engine. Consider the responsibilities of anyone serving

as a student leader on a national level.

Manages AIESEC on the campuses of 4 to 100 different universities.

Develops the agenda and delivers training at conferences with up to 1,000 people.

Sells and manages major partnerships with companies and organizations, such as Yahoo!,

Hewlett Packard, DHL, UBS, and PWC.

Represents their country at AIESEC conferences internationally.

Leads the development of a national strategic long-term plan.

Leads the development of national operational strategies for different functional areas.


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Communicates with governments to secure the necessary work visas for each intern.

Speaks at hundreds of meetings and tens of conferences to audiences as large as 1,000

people.

AIESECs focus on developing leaders to their full potential aligns with the theory of Authentic

Leadership posited by Avolio.

Authentic leadership development involves ongoing processes whereby leaders and followers

gain self-awareness and establish open, transparent, trusting and genuine relationships, which

in part may be shaped and impacted by planned interventions such as training (Avolio, 2005).

(Avolio & Gardner, 2005, p. 322)

We turn to AIESECs view of its core work in order to gain insight into its focus on leadership.

AIESEC provides its members with an integrated development experience comprised of leadership

opportunities, international internships and participation in a global learning environment (AI, 2006).

Teamwork

Everything AIESEC does is a result of teamwork. 99% of all AIESEC members do not receive

compensation for their work in the organization (international and national staff members receive

modest salaries or stipends).

Consider AIESECs work abroad program. It is reliant on the volunteer effort of thousands of

AIESEC members in more than 90 countries. AIESEC members are responsible for matching interns

to available work opportunities in sponsoring companies all around the world. AIESEC does not have

a permanent staff to keep things running; it calls upon and demands the good work from all its

members.


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Fairness

We are consistent and transparent in our decisions and actions. We fulfill our commitments

and conduct ourselves in a way that is true to our identity.


A look at AIESECs Learning Networks Program provides insight into how it programmatically

prioritizes issues of fairness. AIESEC invites students on an annual basis to participate in

organization-wide conversations on issues of global importance. AIESEC focuses on important

issues that often seem insurmountable. This years Learning Networks are focused on corporate

responsibility, energy, education, HIV/AIDS, and finance (AI, 2006). AIESEC looks for solutions that

benefit everyone, not just one group of nations. Consider again AIESECs Nature.

AIESEC is an international, non-political, non-profit, student-run, independent, educational

foundation. It is comprised of students and recent graduates of institutions of higher education

who are interested in economics and management. AIESEC does not discriminate on thebasis of race, colour, sex, sexual orientation, creed, religion, national or ethnic origin (AI,

2006).

Strength Predicted, But Not Found

Love

The strength of love in the AIESEC leadership sample did not significantly differ from the

comparison group. I speculate that the outwardly displayed behavioral combination of the other

strengths found in this study approximate the appearance of love.


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Strengths Not Predicted, Yet Discovered

Zest

We create a dynamic environment by active and enthusiastic participation of individuals. We

enjoy being involved in AIESEC.


Zest seems to be a natural strength for AIESEC leaders. Consider the many commitments

students must keep in AIESEC, coupled with the demands of a university education and related

extracurricular activities.

A visit to a typical AIESEC leadership conference should convince anyone of the zest of

AIESECs membership. Meetings typically run from 8:00a.m. to 10:00p.m. or later, followed by

cultural celebration parties that can last until 3:00a.m. Heres how AIESEC describes what happens

at typical AIESEC conferences.

Cool Things About Conferences (AI, 2006):

Develop strategies

Get training

Be an ambassador of your country

Meet people from all over the world

Be a trainer or facilitator

Work all day and dance all night

Be inspired to do something great Learn AIESEC songs and dances


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A research question worthy of consideration is whether zest helps drive the other strengths in

this profile, or zest arises as a result of the demands inherent in AIESECs roles and responsibilities.

AIESEC as an institution celebrates and promotes zest.

Bravery

The leadership that you provide must be that which values both the history and culture of your

own country, while neither rejecting nor blindly accepting the perspectives, innovations, and

values from outside your boundaries.

- Brodie Boland, President of AIESEC International, 2005-2006

Boland made this call to action at the Future Leaders Conference organized by AIESEC in

Afghanistan at Kabul University in April, 2006. Since its inception AIESEC has stood up to bigotry,

protectionism, xenophobia, and war.

Consider the members of AIESEC in Israel and Egypt who established relations before

Menachem Begin and Anwar Sadat reached their historical peace agreement. Even today in the

United States and across Europe, there is a contentious political debate over immigration; AIESEC

thrives despite the continuous call by many to restrict all work opportunities to its own citizens.

In a less dramatic fashion, you witness a form of bravery each time you observe a young

AIESEC member asking a corporation president to hire an AIESEC international intern.

Perspective

When you compare AIESEC members to people of the same age and education, it is easy to

understand how AIESEC members might possess more of the strength of perspective and wisdom.

The AIESEC experience thrusts young people into international environments, multi-person


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management roles, and organizational leadership responsibilities. Schwartz and Sharpe wrote that,

Aristotle suggested, and we agree, that wisdom is the product of experience. One becomes wise by

confronting difficult and ambiguous situations, using ones judgment to decide what to do, doing it,

and getting feedback. One becomes a wise practitioner by practicing being wise. (Schwartz, and

Sharpe, 2005, p.14)

Forgiveness

The founding of AIESEC was built upon forgiveness. The essence of AIESEC is its passion

for international understanding, not retribution. Every year AIESEC leaders maintain this

commitment. Additionally, each year AIESEC produces alumni that carry forward the activation of

this strength in the work they do in corporations and organizations around the world.

Implications

Every year for almost 60 years AIESEC has asked the question, Whom should we recruit into

the organization? AIESEC must find members who will actively contribute to the organization,

assume leadership roles, and remain with the organization throughout their university experience.

This study may open up a powerful pathway to a more efficient recruiting strategy for the

organization. Recruit for strengths: Appeal to people who have strengths similarly held by the most

successful leaders in AIESEC. A conclusion of this sort would direct AIESEC to potentially modify its

recruitment drives, advertising campaigns, and organizational materials.

These findings have the potential to be meaningful to organizations beyond AIESEC. Other

international organizations could apply the strengths identification plan outlined in this study to their


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own membership. Consider the application of this study to the United Nations, Non-Governmental

Organizations (NGOs), and multinational corporations. Our use of the VIA-IS as a measure of

strengths, and our roll out of the ADAPT Model of Strengths Development (described in

Interventions section) could serve as a useful example for these organizations.

The study of in-country leadership profiles could lead to the finding that countries within

AIESEC differ in their strengths profile composition. We might again have the opportunity to see how

strengths profiles influence performance.

The AIESEC sample is a useful one because the opportunity for replication exists annually,

following the yearly transition from one country leadership team to another. There are few

organizations that provide such clean comparison groups year after year.

Another important implication of this study is that the country presidents might more effectively

enlist each others strengths in the design, discussion, and deployment of international organizational

plans and programs. Given the one-year term that most AIESEC presidents serve, any opportunity to

increase the effectiveness of international leadership coordination could have a powerful impact on

productivity.

Another interesting research opportunity would be to track new members longitudinally through

their careers in AIESEC, measuring their strengths profile at the start of their AIESEC experience and

measuring it again at the point they leave AIESEC. The research question is, Does AIESEC attract

certain leaders, does it develop them, or does it do both, and to what degree? This question is of

importance to organizations beyond AIESEC.

Organizations should know who they are recruiting, who most often succeeds, and how they

can develop the members they have. Furthermore, if an organization could couple a strategic


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strengths-focused recruiting strategy with a strengths development program when an employee

enters their organization, it is possible that the results for the company would be greater employee

engagement, greater productivity, and greater retention of its employees. If you follow Gallups line of

research that higher levels of engagement lead to better business performance results, as measured

by revenue, profit, and stock price (Buckingham & Coffman, 1999), the successful deployment of this

two-fold strategy could have a significant impact on the success of the business.

In addition to the implications noted above, this study reminds us of the importance of further

developing existing members strengths. While we cannot reconstitute a members strengths, we can

help develop that individuals strengths in the service of the outcomes expected of that AIESEC

member. A discussion of the opportunity to introduce interventions follows in the next section.


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Interventions

Intervention Currently Underway

Subsequent to the administration of the VIA-IS and the strengths data collection for the

national AIESEC presidents, I led a strengths development program for all national presidents,

including their recently elected successors, at the AIESEC International Presidents Meeting (IPM) in

The Netherlands this year.

The Momentum Projects ADAPT Model of Strengths Development was used during the

session; the presidents were made aware of their strengths, participated in exercises to develop

them, looked for applications to use their strengths in their roles, partnered with others to learn how to

amplify their top strengths and to work around their lesser strengths, and made plans to apply this

same approach to their team members back home. Presidents reported discoveries about

themselves and others that they had never before experienced. Each was committed to carrying the

benefits of their learning experience to their national teams.

Your session above all else, taught me that knowing and admitting to myself what my

strengths are, is the key to my happiness. Also I am equally capable of admitting what my

weaknesses are!

- President of AIESEC In Ireland

Thank you for giving me the opportunity to discover myself.

- President of AIESEC in Morocco

I must say that so far I have been using your advice. I am pushing my teams to capitalize on

our strengths.

- President of AIESEC in Finland


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Presidents who participated in the program are continuing to apply the lessons learned to their

organizations. The potential power of a strengths-based program for an organization of 20,000

leaders is noteworthy.

Future Interventions

Two dozen AIESEC national presidents, representing Asia, North America, Latin America,

Europe, and Africa, have requested that I conduct an in-depth analysis of the leadership profiles at all

levels of leadership in each of their countries. We would be interested in discovering whether

strengths profiles vary at each level, and if so, in what way. We would also review the similarities and

the differences among these countries, including comparing them to the sample of international

presidents included in this study. We are interested in knowing if teams with certain strengths profiles

outperform others. Are some strengths more prevalent in teams who perform at the highest levels?

We will follow the VIA-IS administration with workshops based on the ADAPT Model of Strengths

Development.

The AIESEC alumni network could give us access to a large and rich pool of leaders. AIESEC

counts 1,000,000 worldwide leaders among its alumni. Prime Minister Koizumi of Japan, President

Cavacao Silva of Portugal, and immediate past President Kwaszniewski of Poland are just a few of

the best known leaders in AIESECs alumni ranks. AIESEC alumni hold important positions in

corporations around the globe. Our alumni are leaders within these organizations and their

communities using the experience, skills, and increased vision that AIESEC gave them to be agents

of positive change (AI, 2006).


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Peterson and Seligman discovered in their research with over 600,000 people from almost

every country and territory worldwide that the strengths of love, gratitude, hope, zest, and curiosity

correlate most with happiness. There is a wealth of research that demonstrates that happy

individuals are more successful across a number of dimensions. The AIESEC organization provides

us with a significant multinational opportunity to test the power of a number of positive psychology

interventions that target the development of these character strengths.

The Language of Strengths

In 1990 there were approximately three thousand multinational corporations in operation. In

2003 there were over 63,000. Along with their 821,000 subsidiaries spread all over the world, these

multinational corporations directly employ 90 million people (of whom some 20 million in the

developing countries) and produce 25 percent of the worlds gross product. The top 1,000 of these

multinationals account for 80 percent of the worlds industrial output (Chanda, 2003, p. 2).

Consider another trend in business: outsourcing. Corporations worldwide are selecting

companies located around the world to perform functions that they once completed themselves. No

longer are the days when people work only with people who look, talk, pray, and conduct business as

they do.

The challenge of communication across borders is made complex by the many languages,

cultures, and business practices of the employees in these multinational corporations. Consider the

executive team that runs AIESEC International. As an example, the 2004-2005 leadership team was

comprised of 18 individuals from 13 different countries (AI, 2006). How do the multinational teams

successfully coordinate with each other? Clifton and Harter pointed out that, It is easy for us to


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notice how people are different from us and then to focus on what they lackHowever, another

alternative may be to understand the differences and position people so they use more of who they

are (their talents) (Clifton & Harter, 2003, p.113). How do these teams bring out the best in each of

its members? It is my belief that the common language of character strengths may be the answer.

Heres whats important: these strengths are valued across the globe. We are living in an

increasingly global economy; people move freely among nations. We need a language of strengths

to help us pull together the best talent worldwide. The VIA - Inventory of Strengths is the internationa

strengths translator. Cooperrider and Sekerka said that the process of inquiry into what is great

about organizations and the individuals inside them leads to meaningful outcomes.

to name and honor one anothers uniqueness and specialties increases, our theory suggests

that individuals experience specific positive emotions such as: admiration and appreciation

interest, curiosity, and surprise; and humility. In group dynamic terms, the inquiry magnifies

the specialties of each (an in-depth valuing of diversities and multiplicities) and establishes a

climate of safety and rich inclusion and respect (Cooperrider & Sekerka, 2003, p.235-236).

The President of AIESEC in Ireland sums up the power of a language of strengths.

The exercise where we had to fill in the strengths chart was on one level lots of fun, but on a

deeper level it meant that we were introducing ourselves by putting our best foot forward. That

wasn't something I had really thought about until I sat at home on Saturday looking at the chart

and thinking of the people who had signed it. These were people that I had worked, laughed,

and had fun and tears with throughout the conference. There were some people that I had

formed opinions on based on the things we all form opinions on, but sitting reading the charthad me reconsider my thoughts about some people. Reading their stories and reasons for

their strengths ranking put their actions in a new light. It was a humbling experience, realising

that sometimes I judge people by my standards and values as opposed to their own. It is

definitely something that I have learned to take into consideration with my team!


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Acknowledgements

Christopher Peterson significantly contributed to this study with his analysis and interpretation

of the VIA-IS results for the AIESEC presidents. Karen Reivich offered important advice during the

entire process. Martin E.P. Seligman helped secure the necessary online resources for the study.

Jeff Levy of Reflective Learning, LLC, ensured that technical resources and assistance were provided

during the study. All of the above individuals, and James Pawelski and Debbie Swick of the

University of Pennsylvania, provided me with timely encouragement and support throughout my

research.

Brodie Boland, President of AIESEC International 2005-2006, was an outstanding partner in

this research. The National Presidents of AIESEC and other country leaders were enthusiastic and

passionate contributors to this project.

Edyson David Dos Santos, President of AIESEC International 2006-2007, and Gabriela

Albescu, AIESEC International Vice President People Development 2006-2007, continue to play an

important and supportive role in my ongoing research with AIESEC.


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References

AIESEC International. Global Annual Report 2004 2005. Rotterdam, The Netherlands.

AIESEC. The international platform for young people to discover and develop their potential.Retrieved July, 2006 from the World Wide Web: www.aiesec.org.

Avolio, B.J., & Gardner, W.L., (2005). Authentic leadership development: Getting to the root ofpositive forms of leadership. The Leadership Quarterly, 16, 315-338.

Bandura, A. (1994). Self-efficacy. In V.S. Ramachaudran (Ed.), Encyclopedia of human behavior(Vol. 4, pp. 71-81). New York: Academic Press.

Bandura, A. (1997). Self-efficacy. Harvard Mental Health Letter, 13(9).

Boland, B. (2006, April). Ethical Leadership. Lecture presented to Future Leaders Conference inAfghanistan, AIESEC in Afghanistan, Kabul University.

Buckingham, M., & Clifton, D.O. (2001). Now Discover Your Strengths. The Free Press: New York.

Buckingham, M., Coffman, C. (1999) First, Break All the Rules. Simon & Schuster: New York.

Chanda, N. (2003). A review of Globalinc. An atlas of the multinational corporation by M. Gabel andH. Bruner. Yale Global Online Magazine, Yale Center for the Study of Globalization.

Choong, S., Conley, A., Park, G., Stratigakis, D., (2006). Goal-setting, self-efficacy, resilience andhope: A review of the literature. Paper submitted to Masters in Applied Positive Psychology,Class 702, University of Pennsylvania.

Clifton, D.O., & Harter, J.K. (2003). Investing in Strengths. In K.S. Cameron, J.E. Dutton, & R.E.Quinn (Eds.), Positive Organizational Scholarship(pp. 111-121). San Francisco: Berrrett-Koehler Publishers, Inc.

Cooperrider, D.L., Sekerka, L.E. (2003), Toward a theory of positive organizational change. In K.S.Cameron, J.E. Dutton, & R.E. Quinn (Eds.). Positive organizational scholarship(pp.225-240).San Francisco: Berrett-Koehler.

Maymin, S., Nicholson, G., Pollay, D., Rath, T., (2006). Strengthening the college studentsexperience. Paper submitted to Masters in Applied Positive Psychology, Class 702,University of Pennsylvania.

McCullough, M.E., & Snyder, C.R. (2000). Classical sources of human strength: Revisiting an oldhome and building a new one. Journal of Social and Clinical Psychology, 19(1), 1-10.


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Park, N., Peterson, C., & Seligman, M. E. P. (2004). Strengths of character and well-being. Journal ofSocial & Clinical Psychology, 23(5), 603-619.

Park, N., Peterson, C., & Seligman, M. E. P. (2006). Greater strengths of character and recoveryfrom illness. Journal of Positive Psychology, 1(1), 17-26.

Peterson, C. (2006, Spring). Values in action Inventory of Strengths. Lecture presented to Mastersin Applied Positive Psychology Class 701, University of Pennsylvania.

Peterson, C., & Seligman, M. (2004). Character Strengths and Virtues: A Handbook andClassification. New York: Oxford University Press.

Rath, T. (July, 2006). The Gallup Organization. A conversation with David J. Pollay.

Schwartz, B. & Sharpe, K.E., (2005). Practical wisdom: Aristotle meets positive psychology. Journalof Happiness Studies. In Press.

Seligman, M., Steen, T., Park, N., & Peterson, C. (2005). Positive Psychology Progress: Empiricalvalidation of interventions. American Psychologist, 60, 410-421.

Snyder, C. R. (1995). Conceptualizing, measuring, and nurturing hope. Journal of Counseling andDevelopment, 73; 355-360.

Snyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 2002; Vol.13, 4;249-275.

Snyder, C.R., Shorey, H. S., Cheavens, J., Pulvers, K. M., Adams III, V. H., & Wiklund, C. (2002).Hope and Academic Success in College. Journal of Educational Psychology; Dec.2002; 94, 4,pp 820-826.

The Momemtum Project. Delray Beach, Florida.


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Table 1.Criteria for inclusion in the classification of strengths and virtues (Peterson & Seligman, pp.16-28)

Criterion 1: A strength contributes to various fulfillments that constitute the good life foroneself and

for others. Although strengths and virtues determine how an individual copes with

adversity, our focus is on how they fulfill an individual.

Criterion 2: Although strengths can and do produce desirable outcomes, each strength is

morally valued in its own right, even in the absence of obvious beneficial outcomes.

Criterion 3: The display of a strength by one person does not diminish other people in the vicinity.

Criterion 4: Being able to phrase the opposite of a putative strength in a felicitous way countsagainst regarding it as a character strength.

Criterion 5: A strength needs to be manifest in the range of an individuals behavior thoughts,

feelings, and/or actions in such a way that it can be assessed. It should be trait-like

in the sense of having a degree of generality across situations and stability.

Criterion 6: The strength is distinct from other positive traits in the classification and cannot be

decomposed into them.

Criterion 7: A character strength is embodied in consensual paragons.

Criterion 8: We do not believe this feature can be applied to all strengths, but an additional

criterion where sensible is the existence of prodigies with respect to the strength.

Criterion 9: Conversely, another criterion for a character strength is the existence of people who

show selectively the total absence of a given strength.

Criterion 10: As suggested by Eriksons (1963) discussion of psychosocial stages and the virtues that

result from their satisfactory resolutions, the larger society provides institutions and

associated rituals for cultivating strengths and virtues and then for sustaining their

practice.


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Table 2.VIA classification of character strengths. (Peterson, Park, & Seligman, 2006, p. 18)

1. Wisdom and knowledge: cognitive strengths that entail the acquisition and use of knowledge

creativity: thinking of novel and productive ways to do things

curiosity: taking an interest in all of ongoing experience

open-mindedness: thinking things through and examining them from all sides

love of learning: mastering new skills, topics, and bodies of knowledge

perspective: being able to provide wise counsel to others

2. Courage: emotional strengths that involve the exercise of will to accomplish goals in the faceof opposition, external or internal

authenticity: speaking the truth and presenting oneself in a genuine way

bravery: notshrinking from threat, challenge, difficulty, or pain

persistence: finishing what one starts

zest: approaching life with excitement and energy

3. Humanity: interpersonal strengths that involve tending and befriending others

kindness: doing favors and good deeds for others

love: valuing close relations with others

social intelligence: being aware of the motives and feelings of self and others

4. Justice: civic strengths that underlie healthy community life

fairness: treating all people the same according to notions of fairness and justice

leadership: organizing group activities and seeing that they happen

teamwork: working well as a member of a group or team

5. Temperance: strengths that protect against excess

forgiveness: forgiving those who have done wrong

modesty: letting ones accomplishments speak for themselves

prudence: being careful about ones choices; notsaying or doing things that might later be

regretted

self-regulation: regulating what one feels and does


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6. Transcendence: strengths that forge connections to the larger universe and provide meaning

appreciation of beauty and excellence: noticing and appreciating beauty, excellence, or skilled

performance in all domains of life

gratitude: being aware of and thankful for the good things that happen

hope: expecting the best and working to achieve it

humor: liking to laugh and tease: bringing smiles to other people

spirituality: having coherent beliefs about the higher purpose and meaning of life


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Table 3.Strengths scores for AIESEC presidents and Authentic Happiness (AH) sample

Virtue mean meanStrength AH AIESEC Differences (p < .05)

WisdomCreativity 3.72 3.86Curiosity 3.92 4.24 AH < AIESECPerspective 3.77 3.92 AH < AIESECJudgment 4.00 4.06Love of learning 3.87 3.78

CourageHonesty 3.91 3.97Bravery 3.58 3.91 AH < AIESECPerseverance 3.59 4.00 AH < AIESECZest 3.48 4.07 AH < AIESEC

HumanityKindness 3.92 3.84Love 3.92 3.91Social intelligence 3.76 3.92

JusticeFairness 3.91 4.01 AH < AIESECLeadership 3.69 3.98 AH < AIESECTeamwork 3.64 4.08 AH < AIESEC

TemperanceForgiveness 3.52 3.74 AH < AIESECModesty 3.30 3.30Prudence 3.46 3.45Self-control 3.24 3.35

TranscendenceBeauty 3.76 3.52 AH > AIESECGratitude 3.87 3.75Hope 3.61 4.09 AH < AIESECHumor 3.80 3.91Religiousness 3.39 3.49


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Table 4.Strengths Scores for AIESEC presidents and Authentic Happiness (AH) Sample

AIESEC Strengths Rank from 1 = Top through 24 = Bottom

(shown in parentheses is the rank for the AH sample)

1. Curiosity (2)

2. Hope (16)

3. Teamwork (15)

4. Zest (20)

5. Judgment (1)

6. Fairness (5)

7. Perseverance (17)

8. Leadership (14)

9. Honesty (6)

10. Social intelligence (11)

11. Perspective (10)

12. Humor (9)

13. Bravery (18)

14. Love (3)

15. Creativity (13)

16. Kindness (4)

17. Love of learning (7)

18. Gratitude (8)

19. Forgiveness (19)20. Beauty (12)

21. Religiousness (22)

22. Prudence (21)

23. Self-control (24)

24. Modesty (23)


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Table 5.Strengths prediction versus results found

Predicted

Hope

Curiosity

Perseverance

Leadership

Teamwork

Fairness

Predicted, But Not Found

Love

Not Predicted, Yet Discovered

Zest

Bravery

Perspective

Forgiveness

aiesec leadership strengths profile research - david j. pollay - publication final version

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