Those four conditions are what collapse when a career ends. They are also, exactly, what leadership creates or destroys every day in people who have lost nothing at all.
A restructure that quietly removes people's decision rights takes away agency. A culture where it isn't safe to try something and get it wrong stops competence ever being built. A reorganisation that breaks up a working team takes away belonging — we count the roles and the reporting lines, and nobody counts the relationships. And a strategy nobody can explain destroys coherence, because if people can't say what the organisation is for, they can't say what they are for inside it.
So I do two things. I rebuild those four conditions in people who have lost them. And I teach leaders to stop dismantling them in the first place.
Same problem, opposite ends. That's why I do both.