Fired up to perform: A multilevel examination of antecedents and consequences of thriving at work

The current study developed and tested a multilevel model that articulates the contextual factors and individual characteristics that promote thriving at work and the underlying mechanisms that explain how thriving at work relates to overall unit performance. Analysis of data collected from 275 employees at multiple time periods and their immediate supervisors representing 94 work units, reveal that servant leadership and core self-evaluations significantly relate to thriving at work with these relationships fully and partially mediated by collective efficacy and psychological empowerment, respectively. Results also show that thriving at work positively relates to positive health at the individual level of analysis with this relationship fully mediated by positive work attitude. Finally, results show that aggregated thriving at work positively relates to overall unit performance with this association partially mediated by aggregated positive health. These findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving at work is an important means by which organizations can enhance performance

Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work

Emerging research evidence across multiple industries suggests that thriving at work is critically important for creating sustainable organizational performance. However, we possess little understanding of how factors across different organizational levels stimulate thriving at work. To address this gap, the current study proposes a multilevel model that simultaneously examines contextual and individual factors that facilitate thriving at work and how thriving relates to positive health and overall unit performance. Analysis of data collected from 275 employees, at multiple time periods, and their immediate supervisors, representing 94 work units, revealed that servant leadership and core self-evaluations are 2 important contextual and individual factors that significantly relate to thriving at work. The results further indicated that thriving positively relates to positive health at the individual level, with this relationship partially mediated by affective commitment. Our results also showed that collective thriving at work positively relates to collective affective commitment, which in turn, positively relates to overall unit performance. Taken together, these findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving is an important means by which managers and their organizations can improve employees' positive health and unit performance