| Acknowledgments | vii |
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| About the Authors | xi |
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| Introduction | |
| CH 1 - The rest of what you need to know about strengths-based development | 1 |
| Robert B. Kaiser | 1 |
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| Section 1: Strengths-only Is Not Viable | |
| CH 2 - It depends upon what you mean by a Strength | 13 |
| Robert W. Eichinger Guangrong Dai, & King Yii Tang | |
| CH 3 - Managerial strengths and organizational needs: A crucial leadership gap | 27 |
| Jean Brittain Leslie & Anand Chandrasekar | |
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| Section 2: Strengths Can Become Weaknesses | |
| CH 4 - Every strength a weakness and other caveats | 41 |
| Morgan W. McCall, Jr. | |
| When strengths run amok | 57 |
| Robert B. Kaiser & Robert E. Kaplan | |
| CH 6 - Victims of their own success | 77 |
| Steven Berglas | |
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| Section 3: Weaknesses Matter | |
| CH 7 - Managerial derailment: Weaknesses that can be fixed | 97 |
| William A. Gentry & Craig T. Chappelow | |
| CH 8 - Personality theory and positive psychology: Strategic self-awareness | 115 |
| Robert Hogan & Michael J. Benson | |
| CH 9 - Unlocking the value of exceptional personalities | 135 |
| Malcolm R. Davies | |
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| Section 4: Conclusion | |
| CH 10 - Strengths-based development in perspective | 159 |
| Randall P. White | |
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