The more dominant a theme in an individual, the more that particular theme will likely influence that person's behavior and performance (Strengthstest 2009). Table I: Thirty-four Talent Themes (Strengthstest 2009).

Achiever®

People strong in the Achiever theme have a great deal of stamina and work hard. They take great satisfaction from being busy and productive.

Activator®

People strong in the Activator theme can make things happen by turning thoughts into action. They are often impatient.

Adaptability®

People strong in the Adaptability theme prefer to "go with the flow." They tend to be "now" people who take things as they come and discover the future one day at a time.

Analytical®

People strong in the Analytical theme search for reasons and causes. They have the ability to think about all the factors that might affect a situation.

ArrangerTM

People strong in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to figure out how all of the pieces and resources can be arranged for maximum productivity.

Belief®

People strong in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their life.

Command®

People strong in the Command theme have presence. They can take control of a situation and make decisions.

Communication®

People strong in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters.

Competition®

People strong in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests.

Connectedness®

People strong in the Connectedness theme have faith in the links between all things. They believe there are few coincidences and that almost every event has a reason.

Consistency®

People strong in the Fairness theme are keenly aware of the need to treat people the same. They try to treat everyone in the world fairly by setting up clear rules and adhering to them.

Context®

People strong in the Context theme enjoy thinking about the past. They understand the present by researching its history.

Deliberative®

People strong in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate the obstacles.

Developer®

People strong in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from these improvements.

DisciplineTM

People strong in the Discipline theme enjoy routine and structure

Fairness TM / EmpathyTM

People strong in the Empathy theme can sense the feelings of other people by imagining themselves in others' lives or others' situations.

FocusTM

People strong in the Focus theme can take a direction, follow through, and make the corrections necessary to stay on track

Futuristic®

People strong in the Futuristic theme are inspired by the future and what could be

Harmony®

People strong in the Harmony theme look for consensus

Ideation®

People strong in the Ideation theme are fascinated by ideas

Inclusiveness® / Includer®

People strong in the Inclusiveness theme are accepting of others

Individualization®

People strong in the Individualization theme are intrigued with the unique qualities of each person

Input®

People strong in the Input theme have a craving to know more

Intellection®

People strong in the Intellection theme are characterized by their intellectual activity

Learner®

People strong in the Learner theme have a great desire to learn and want to continuously improve

Maximizer®

People strong in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence

Positivity®

People strong in the Positivity theme have an enthusiasm that is contagious

Relator®

People who are strong in the Relator theme enjoy close relationships with others

Responsibility®

People strong in the Responsibility theme take psychological ownership of what they say they will do

Restorative®

People strong in the Restorative theme are adept at dealing with problems

Self-Assurance®

People strong in the Self-assurance theme feel confident in their ability to manage their own lives

Significance®

People strong in the Significance theme want to be very important in the eyes of others. They are independent and want to be recognized.

StrategicTM

People strong in the Strategic theme create alternative ways to proceed

Woo®

People strong in the Woo theme love the challenge of meeting new people and winning them over

Thomas-Kihlman Conflict Management

The Thomas-Kilmann Conflict Mode Instrument (TKI), another tool for teambuilding, assesses how varying conflict-handling styles influence interpersonal and group dynamics. The TKI measures the following five modes inherent in conflict-handling (ways to deal with conflict)

1. Accommodating

2. avoiding,

3. competing,

4. collaborating,

Compromising. (Practical Tools…, 2009)
These five modes may be illustrated with the two dimensions of assertiveness and cooperativeness. Assertiveness denotes the extent one tries to satisfy personal concerns, and cooperativeness, while cooperativeness relates to the degree one attempts to relieve the concerns of another person. Competing does not equal assertive; is not cooperative. Being accommodating depicts being cooperative; albeit but not assertive. Avoiding, on the other hand does not depict being either assertive or cooperative. Collaborating includes simultaneously being assertive and cooperative. Compromising embraces both assertiveness and cooperativeness (Practical Tools…, 2009).

During in the 1920s, Carl G. Jung introduced the theory of psychological type. In the 1940s, Isabel Briggs Myers developed the MBTI tool. The original research conducted in the 1940s and '50s is ongoing, however. Each year, more than two million individuals throughout the world reportedly take the Myers-Briggs Type Indicator (MBTI) (…Myers & Briggs…N.d.).

According to the Myers & Briggs Foundation (N.d.), the MBTI personality inventory attempts to simplify the theory of psychological types C.G. Jung describes; consequently making them more relevant and useful to the individual. The theory basically asserts that what may appear to be seemingly random variation in the behavior actually constitutes something consistent. The differences materialize from fundamental differences in how individuals choose to implement their judgment and perception. The following, Table 2, adapted from excerpted information from the MBTI® Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator, identifies basic preferences of each dichotomy implicit in Jung's theory.

Table 2: Four Dichotomies in Jung's Theory (adapted from & #8230;Myers & Briggs…N.d.).

Favorite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Introversion (I).

Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N).

Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).

Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P).

Your Personality Type: When you decide on your preference in each category, you have your own personality type, which can be expressed as a code with four letters.

From the MBTI, an organization may categorize an individual into one of the 16 personality types noted by the Myers-Briggs Type Indicator, typically related in what is known as a "type table." The benefit from using this tool is to gain knowledge about the leader's personality type, as well as, to better understand and appreciate the differences individuals reflect. No best type personality, according to this theoretical tool, surpasses another. Type tables may also be utilized to garner and aid in the analysis of information relating to teams or particular groups of individuals (…Myers & Briggs…N.d.).

Political Leadership

To challenge executive and administrative policies, Bryson and Crosby (2005) assert organizations must overcome bureaucratic resistance. To fulfill this objective, it is necessary to develop an appreciation for the use of coalitions and pay attention to a variety of arenas. In the book, Leadership and futuring: Making visions happen, John Hoyle (2006) purports that new visionary leaders "are needed to help build a future where social justice is more the lofty words tossed about by social reformers and political hopefuls" (p. 2). As leaders in organizational or community positions advocate or implement needed changes in society, they may gain career rewards, such as formal contracts being extended, or receiving job offers due to their accomplishments. Those in positions of political leadership and power, however, need to ensure that their actions positively and the organization's they represent. As the organization is externally justified by what it does, those in positions of leadership need to practice behaviors that enhance the legitimacy and support for the organization.

Organizational Leadership

During the strategic planning phase/s, organizational leadership could benefit from relating to the following ten steps of effective strategic planning Bryson (Overview: Bryson-type Model…, N.d.) presents:

1. Planning to plan

2. Review of informal & official mandates

3. Development of Mission/Values

4. SWOC (internal & external analysis)

5. ID key strategic issues

6. Develop strategies based on issues

7. Strategy review & adoption

8. Vision for the future

9. Implementation process

10. Reassessment of strategies & process (follow through & evaluation) (Overview: Bryson-type Model…, N.d., slide 3)

Figure 1 portrays the strategy change cycle Bryson developed.

Figure 1: Strategy Change Cycle (Overview: Bryson-type Model…, N.d., slide 4)

Engaging stakeholders in the strategic planning process is vital and needs to be an organizational priority. To actively engage individuals and intra-organizational cohorts, Branscome (2008) recommends organizations utilize the following 11 ideals of management excellence:

1. Provide an environment that ensures the continued…