This study examined the impact that organisational climate factors and manager behaviours have on an employee’s capacity to translate strengths knowledge to strengths use. Strengths us has been found to lead to enhanced wellbeing, and positive employee perceptions of one’s organisation. However, the research supporting strengths use in organisations is scant, particularly regarding the impact of situational context on strengths use. Data were collected via self-reported survey. We analysed the relationships between measures of strengths knowledge, strengths use, manager’s perceived autonomy support (PAS), and organisational climate factors in a sample of staff (n=297) from an Australian secondary school. Surprisingly, PAS was found to have no significant impact on the relationship between strengths knowledge and strengths use, nor did it predict strengths use. Conversely, all factors of organisational climate were found to positively correlate with strengths use. Organisational climate was found to mediate the relationship between strengths knowledge and strengths use, and to predict strengths use, above strengths knowledge. Organisational context and climate play important roles in facilitating individual strengths use, potentially in the absence of strengths knowledge. Findings also indicate that positive employee perceptions of organisation may lead to greater strengths use, in a reciprocal relationship.