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Drawing upon work-home resources model, this study aims to investigate how and when humble leadership influences followers’ work–family enrichment. Specifically, this study focuses on the mediating role of thriving at work and moderating role of promotion focus.

Data were collected from 292 employees of science and technology enterprises in China through a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

This study found that thriving at work significantly mediated the relationship between humble leadership and work–family enrichment. Promotion focus strengthened the positive relationship between humble leadership and thriving at work and the indirect effect of humble leadership on work–family enrichment through thriving at work.

The findings of this study offer guidance for managers to enhance thriving at work and improve employees’ work–family experiences.

First, this study explores the work-to family spillover effects of humble leadership by examining the family outcomes of humble leadership. Second, this study further uncovers the underlying mechanism between humble leadership and work–family enrichment by demonstrating the mediating role of thriving at work. Third, by exploring the moderating role of promotion focus, this study provides insight into the boundary conditions of the impact of humble leadership.

This study utilizes self-determination theory (SDT) to understand how high-performance work systems (HPWS) may foster happiness at work through serial transmission pathways of career aspiration and thriving at work.

The study uses data collected from a sample of 309 employees working in various organizations. It uses multilevel, multisource and time-lagged data and applied Mplus 8.0 for hypotheses testing.

The study findings reveal a positive relationship between HPWS and career aspiration. Career aspiration was positively related to thriving at work and thriving at work was positively associated with happiness at work. Moreover, career aspiration mediated the relationship between HPWS and thriving at work. Whereas, thriving at work mediated the relationship between career aspiration and happiness at work. The results also support the serial mediation of career aspiration and thriving at work between HPWS and happiness at work.

The findings have important implications for organizational practice. Practitioners should consider implementing pro-employee HPWS to support employees' career aspirations and enhance their thriving experience, which may increase their happiness at work.

This is one of the few studies investigating individual-level serial mediators between departmental-level HPWS and employee happiness at work.

Based on the socially embedded model of thriving at work and using the conservation of resources and job demands-resources theories, this study aims to examine the mediating role of thriving at work, as a personal resource, in the relationship between workplace safety, as job resource, and well-being.

The authors used structural equation modeling to test the mediation model on a sample of 350 correctional officers.

The results provided support to the authors' model. The authors found that workplace safety is positively linked to job satisfaction and negatively to health complaints, and these relationships are partially mediated by thriving at work. Consistent with the conservation of resources theory, thriving at the workplace is a mechanism that translates the positive effect of workplace safety on well-being.

The contribution of this research resides that a safe work environment leads to improved health and job satisfaction via thriving at work because thriving correctional officers feel energetic and able to acquire and apply knowledge and skills at workplace.

Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.

A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.

The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.

The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.

This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.

This study aims to investigate the significant role of restaurant employees’ relational resources to promote thriving at work. The mediating effect of heedful relating was focused on as an underlying mechanism. This study also investigated the moderating effect of employees’ perceived COVID-19 impact on the hypothesized relationships.

The research model was tested with frontline restaurant employees working in full-service restaurants using the convenience sampling method. A self-administered questionnaire was used for an online survey. A total of 361 responses were analyzed with structural equation modeling, bootstrapping analysis and multi-group analysis.

The results showed the significant relationships not only between relational resources and thriving at work but also between relational resources and heedful relating. Heedful relating was significantly associated with thriving at work. The significant mediating effect of heedful relating was supported. The moderating effect of the perceived COVID-19 impact on the association between leader–member exchange and thriving was significant.

Employees’ relational resources at work leads to thriving at work both directly and indirectly through the impact of heedful relating. The findings contributed to the literature on human resource management and hospitality. Moreover, the study presented implications for the restaurant industry to promote employees’ self-adaptation and development in a post-pandemic era.

With the study findings, the importance of relational aspects to foster restaurant employees’ thriving at work could be highlighted which reflects the unique nature of the restaurant industry.

The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.

A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness.

The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception.

Overall, this study is based on the conservation of resources theory to uncover the “black box” between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception.

The purpose of this study is to validate the Korean version of the thriving at work measurement by Porath et al. (2012).

After translating the thriving at work measurement into Korean, the researchers assessed the validity and reliability of the measurement in a Korean working context using two different samples. In Study 1, the study validated the translated measurement using Rasch’s (1960) model, exploratory factor analysis and a reliability test with a sample of 322 employees. In Study 2, the study conducted a confirmatory factor analysis, a reliability test and a convergent and discriminant validity test using a sample of 187 employees.

Based on the analyses, this paper concluded that thriving at work has a two-factor construct and eight-item thriving at work measurement was better than the original 10-item measurement. The eight-item measurement demonstrated good discriminant and convergent validity.

This study validated the thriving at work measurement in a Korean context using Rasch’s (1960) model from the item response theory perspective.

Until recently, scholars have begun to examine the contextual antecedents of employees thriving at work. A recent study has shown that one aspect of organizational structure/context (i.e. formalization) can be an important antecedent of employee thriving at work. However, scholars have urged doing research examining how different aspects of organizational structure can combinedly influence employee work outcomes such as thriving at work. Given that, the present paper proposes a theoretical model to unravel the mechanisms of how two aspects of organizational structure (i.e. formalization and centralization) may operate as the antecedents of employees thriving at work. In particular, the author draws on the Conservation of Resources Theory (COR) to hypothesize that employees' work engagement mediates the relationship between their perception of formalization and thriving at work. The author further hypothesizes that the indirect relationship between formalization and employee thriving at work is moderated by employees' perception of centralization, such that the relationship is stronger in the presence of a lower level of centralization than higher.

The author gathered data by employing a time-lagged survey design involving 136 full-time employees from different organizations.

Results show that employee work engagement mediates the relationship between formalization and employee thriving at work. Further, the indirect relationship between formalization and employee thriving at work is stronger when the level of centralization is relatively low.

Formalization is able to enact employees' thriving at work, particularly when organization implements relatively less centralized structure.

This study first introduces work engagement as a mediator in the formalization–employee thriving at work relationship and centralization as a moderator along this mediating process.

This study aims to explore the effect of expatriate supervisors’ managerial coaching behavior on local subordinates’ learning effects through the mediating role of subordinates’ thriving at work under the boundary condition of expatriate supervisors’ cultural intelligence.

This study collected the data form 230 Zambian subordinates and their immediate expatriate supervisors working in the Chinese company in Zambia. Regression analyses and bootstrapping analyses were used to test the authors’ hypothesis.

The results indicated that expatriate supervisors’ managerial coaching behavior was positively related to local subordinates’ learning effects. In addition, the study also found that local subordinates’ thriving at work mediated the linkage between managerial coaching behavior and learning effects. And expatriate supervisors’ cultural intelligence moderated the indirect relationship between managerial coaching behavior and learning effects via thriving at work, such that the indirect effect was stronger for expatriate supervisors with high rather than low cultural intelligence.

This study contributes to a better understanding of how expatriate supervisors’ managerial coaching behavior influences local subordinates’ learning effects by investigating the mediating effect of thriving at work on the managerial coaching behavior–learning effects link. In addition, the study deepens the understanding of the boundary condition of the associations between managerial coaching behavior and subordinates’ learning effects in a cross-cultural context by investigating the moderating effect of expatriate supervisors’ cultural intelligence.

The purpose of this paper is to investigate whether perceived organizational support for strength use (POSSU) predicts employee thriving at work and the underlying mechanisms that explain this relationship.

The analysis is based on data from an online, time-lagged survey of 209 employees. Latent moderated structural equations (LMS) method was used to test the mediating role of job crafting and meaningfulness and the moderating role of core self-evaluation (CSE) in the organizational support-employee thriving relationship.

POSSU has a direct, positive relationship with employee thriving at work. Moreover, this relationship is fully mediated by employees' job crafting (as an agentic work behavior) and meaningfulness (as a resource produced at work). In addition, contextual factor of POSSU synergistically interacts with individual characteristic of CSE to foster thriving at work.

Based on a time-lagged survey, causal relationships cannot be drawn from this study. Results point to future research that can incorporate specific types of work climate and organizational practices in a multilevel design to investigate how context at team, unit and organizational levels impact employee thriving.

The study results highlight the importance of fostering employee thriving at work by implementing organizational practices that create supportive, innovative and meaningful workplaces. Management needs to pay close attention to develop a supportive organizational climate geared to identifying, developing and utilizing employees' strengths.

This study provides theoretical explanations and empirical tests on the mechanisms linking organization support and employee thriving based on the socially embedded model of thriving.