Thriving at Work

SYSTEMATIC REVIEW
published: 05 August 2021

doi: 10.3389/fpsyg.2021.659072
The Antecedents of Thriving at Work:

A Meta-Analytic Review
Danping Liu 1,2 , Siwen Zhang 3 , Yanling Wang 4* and Yufei Yan 5
1
School of Management, Xihua University, Chengdu, China, 2 Research Institute of International Economics and
Management, Xihua University, Chengdu, China, 3 Darla Moore School of Business, University of South Carolina, Columbia,
SC, United States, 4 Business School, Yunnan University of Finance and Economics, Kunming, China, 5 School of Business
Administration, Southwestern University of Finance and Economics, Chengdu, China
In this study, a systematic and comprehensive meta-analysis of the relationship between

thriving at work and its antecedents is conducted. The antecedents in terms of the
characteristics of unit contextual features, the resources produced at work, agentic
work behaviors, and personality traits are illustrated according to the socially embedded
model of thriving described by Spreitzer and research. Additionally, we examine possible
cultural influence on the relationship between thriving and its antecedents at different
levels of individualistic culture. According to 67 independent samples (N = 28,097), our
findings reveal the correlations between thriving at work and the antecedents such as
those in the form of unit contextual features, the resources produced at work, agentic
work behaviors, and personality traits. Furthermore, we find that individualism moderate
Edited by:
the relationships between certain antecedents and thriving at work. Finally, we discuss
Daniela Popa,
Transilvania University of Braşov, the theoretical and practical implications of this study as well as the directions for
Romania future research.
Reviewed by:
Ghulam Abid, Keywords: thriving at work, antecedents, unit contextual features, resources produced at work, individual agentic
work behaviors, personality traits, national culture
Kinnaird College for Women
University, Pakistan
Suzy Green,
University of East London, INTRODUCTION
United Kingdom
*Correspondence:
Being a positive psychological state, thriving at work has attracted increased attention in recent
Yanling Wang decades. It is defined as “the joint experience of a sense of vitality and learning and is most
ynufewyl@126.com accurately conceptualized as a continuum—where people are more or less thriving at any point
in time—rather than a dichotomous state of either thriving or not” (Porath et al., 2012, p. 250).
Specialty section: Thriving is extremely important, because vitality and learning are the two key factors in improving
This article was submitted to performance and well-being, to talented employees who face intensifying competitions in the
Organizational Psychology, workplace (Pfeffer, 2010).
a section of the journal
Several scholars and managers have paid attention to thriving at work due to its positive
Frontiers in Psychology
effects. A few studies have shown that thriving at work contributes to the improvement of task
Received: 26 January 2021
performance, job satisfaction, and physical well-being (Spreitzer et al., 2012). Furthermore, Porath
Accepted: 06 July 2021
et al. (2012) proposed that thriving was a different construct when compared to a positive/negative
Published: 05 August 2021
effect and learning goal orientation, etc., and found this notion, which in turn could better explain
Citation:
these outcomes. Compared with employees who fail to be in the state of thriving, employees who
Liu D, Zhang S, Wang Y and
Yan Y (2021) The Antecedents
are in the state of thriving at work can continue to acquire growth and self-development, which
of Thriving at Work: A Meta-Analytic ultimately promote organizational efficiency and prosperity (Han and Wei, 2013). In addition,
Review. Front. Psychol. 12:659072. employees are more likely to have negative emotions due to an increasing competition in the
doi: 10.3389/fpsyg.2021.659072 workplace, which induces many problems such as burnout, the lack of work vitality, and even poor
Frontiers in Psychology | www.frontiersin.org 1 August 2021 | Volume 12 | Article 659072

Liu et al. Antecedents of Thriving at Work
health conditions. Therefore, it is always the pursue for managers thriving at work and individual agentic work behaviors such
to keep employees vigorous and efficient at work. In sight of the as task focus, exploration, and heedful relating. Secondly, to
importance of thriving in the workplace, it is critical to explore supplement the study by Kleine et al. (2019) on resources and
the factors that motivate employees’ thriving at work. personality traits (antecedents), we conducted a review of several
Many factors, including organizational context, job types of resources produced at work, which promote employees’
characteristics, and personal factors, have an impact on thriving, including types of leadership, positive meaning, and
employees’ thriving at work such as perceived organizational work experience. A further meta-analysis of four additional
support (Collins, 2014), trust (Carmeli et al., 2009), workplace types of personality traits, including self-efficacy (Geiger, 2013),
incivility (Panagiotis et al., 2013), job crafting (Han, 2017), optimism, openness, and conscientiousness, was also performed.
challenge stress (Flinchbaugh et al., 2015), and proactive Thirdly, we discuss the differences in the relationships between
personality (Albi et al., 2020). Recently, some other constructs thriving and its antecedents across employees from different
have served as important antecedents of employees’ thriving cultures. Specifically, we examine the moderating effects of
at work such as workplace friendship (Chen et al., 2016), individualistic culture on the relationship between thriving and
taking charge (Xu et al., 2020), and social functioning (Zhang its antecedents.
et al., 2020). Despite these profound research findings, some
inconsistent conclusions were obtained. For example, Jaiswal
and Dhar (2017) found that work experience was one of the THEORETICAL BACKGROUND AND
important drivers of thriving at work. However, it was confirmed HYPOTHESES
by Zhang R. G. et al. (2018) that individuals with more work
experience were lacking in thriving at work. Such a discrepancy Theoretical Backgrounds
probably arises due to the accuracy of statistical results being Previous empirical studies have paid close attention to the
subjected to the possible measurement and sampling error and antecedents of employees’ thriving at work. Some studies
the moderating role of some contingent variables. Therefore, a explored the motivators who enable employees to thrive at
meta-analysis is needed to address this problem by integrating work from the perspective of the characteristics of individuals
the existing results in empirical studies by controlling both kinds such as psychological capital (Paterson et al., 2014), proactive
of statistical errors and considering some contextual factors. personality (Albi et al., 2020), and positive affect (Porath et al.,
By systematically examining the antecedents of the 2012). Furthermore, a series of empirical studies have been
characteristics of individuals and relational resources, the meta- carried out for studying the impact of organizational context on
analysis mentioned in Kleine et al. (2019) provided a general employees’ thriving at work. For instance, the existing research
research framework according to the socially embedded model covers leadership style (Russo et al., 2018), managerial coaching
of thriving (Spreitzer et al., 2005). Despite being influential, their (Raza and Ahmed, 2020), fairness perception (Ghulam et al.,
study excluded some other prominent categories of indicators 2020), etc. Other studies focus on job characteristics, including
such as unit contextual features and individual agentic work innovation and feedback (Xie, 2016), decision-making discretion
behaviors. Simultaneously, a greater number of indicators in (Liu and Bern-Klug, 2013), challenging stress (Prem et al.,
each category of antecedents are needed to be further explored, 2017), etc. Meanwhile, some researchers explored the effects
thus necessitating a more in-depth exploration and finely grained of some antecedents on employees’ thriving at work from the
meta-analytic review of the antecedents that engender thriving. perspective of workplace interpersonal relationship. The existing
Furthermore, the impact of culture on the relationship results show that workplace friendship (Chen et al., 2016),
between thriving and its antecedents requires investigation, colleague relationship (Xie, 2016; Ehrhardt and Ragins, 2019),
ensuing the potential variations in the relationships among workplace incivility (Gkorezis et al., 2013), and knowledge hiding
various indicators and thriving, identified in a previous (Jiang et al., 2019) will also affect employees’ thriving at work
study, as existing across cultural contexts (Rozkwitalska, 2018). in different ways.
Specifically, according to the socially embedded model of thriving As shown in Table 1, although they were not exhaustive,
at work (Spreitzer et al., 2005), the personal development the major determinants of thriving at work were summarized
of employees depends heavily on dynamic interactions with through an in-depth review of its antecedents. Because a number
others, which are assumed to occur in different patterns, in of fruitful and influential achievements have been made on the
various cultural contexts. However, the effects of these different topic of employees’ thriving at work in these years, it is necessary
patterns in different cultures, on various indicators and thriving, to systematically review and sort out the scattered research, not
are not yet known. only to reflect on its omissions and weaknesses but also to make
This study contributes to this field in several ways. Firstly, forward-looking prospects for future research.
we have extended the research of Kleine et al. (2019) In this respect, Spreitzer et al. (2005) and Kleine et al. (2019)
by integrating additional categories of antecedents into the systematically summarized these antecedents and proposed
existing research model. We meta-analyzed the relationship different theoretical frameworks for the following researchers to
between unit contextual features and thriving, such as challenge better grasp important findings in this research field.
stressors, hindrance stressors, work control, job crafting, and Specifically, Spreitzer et al. (2005) proposed a socially
organizational justice, which is not noted in their study. We embedded model of thriving at work, which explained how
also performed a meta-analysis of the relationship between individual learning and vitality should be integrated into

TABLE 1 | Summary of the antecedents of thriving at work. social systems. They argued that employees thrive through
an interaction with others in the workplace, by observation,
Antecedents References
and by communication with supervisors or colleagues. They
Abusive supervision Liu (2016), Luo (2016), Zhao et al. (2018), also identified the two key predictors of thriving: “The social
Usman et al. (2021) structural features of the focal work unit context and resources
Authentic leadership An (2015), Mortier et al. (2016), Xu et al. (2017), produced at work” (Spreitzer et al., 2005, p. 540). The context
Shen et al. (2018)
of the focal work unit included the social structural features of
Autonomy Gu (2015), Xie (2016), Li (2018)
encouraging a discretion in decision-making, broad information
Broad information sharing Liu and Bern-Klug (2013)
sharing, and a climate of trust and respect. The resources
Challenge stress Flinchbaugh et al. (2015), Prem et al. (2017)
produced at work included a sense of knowledge, positive
Conscientiousness Hennekam (2017)
meaning, positive affective resources, and relational resources.
Decision-making Liu and Bern-Klug (2013), Sia and Duari (2018),
discretion Novaes et al. (2020)
Further, they proposed three agentic work behaviors that predict
Empowering leadership Li et al. (2016), Han (2017), Ali et al. (2018)
thriving: task focus, exploration, and heedful relating.
Exploration Sia and Duari (2018) Kleine et al. (2019) meta-analyzed the relationship between
Fairness perception Ghulam et al. (2020) antecedents and thriving according to the socially embedded
Feedback Lee et al. (2015), Xie (2016) model of Spreitzer et al. (2005), but focused on thriving from the
Heedful relating Niessen et al. (2012), Ted et al. (2013), Paterson perspective of the characteristics of individuals and the relational
et al. (2014), Abid et al. (2016), Sia and Duari (2018) resources involved. However, their model excluded the context
High-performance work Liu (2017), Zhang et al., (2018) of the work unit to be focused. Such factors included the social
system structural features of work demand, feedback, work autonomy,
Job crafting Han (2017), Wang (2018) job crafting, and more. Their model also did not consider agentic
Job satisfaction Hennekam (2017), Zhao et al. (2018) work behaviors such as exploration and task focus. Furthermore,
Knowledge resources Niessen et al. (2012) although they examined the characteristics of individuals such as
LMX An (2015), Li (2015), Xu et al. (2017), Zhang (2018) core self-evaluation and proactive personality, certain personal
Managerial coaching Commer et al. (2017), Raza and Ahmed (2020) attributes, such as self-efficacy, were excluded.
Negative affect Porath et al. (2012) Both abovementioned frameworks are essential for us to
Openness Hennekam (2017), Hildenbrand et al. (2018) acknowledge the indicators for employees’ thriving and fully
Organizational justice Deng (2016), Bensemmane et al. (2018) encourage the enterprises to use corresponding strategies to
Paradoxical leader Liu et al. (2019), Yang et al. (2021) motivate the employees to be more thrived. However, through a
behavior
comparably comprehensive review of existing empirical studies,
Perceived organizational Collins (2014), Abid et al. (2015), Gao D. (2017),
support Shen et al. (2018)
we find that there still exists some other important antecedents of
Positive affect Porath et al. (2012)
employees’ thriving, which need further attention. Furthermore,
Positive meaning Niessen et al. (2012), Prem et al. (2017)
we believe it is necessary to combine both the frameworks to
Proactive personality Jiang (2017), Albi et al. (2020) figure out all possible antecedents as thoroughly as possible.
Prosocial motivation Ghulam et al. (2018) Therefore, this research extends the abovementioned basic
Psychological safety Kark and Carmeli (2010), Xu et al. (2017), frameworks by combining the models of Spreitzer et al. (2005)
Jiang et al. (2019) and Kleine et al. (2019) and systematically reviewing the
Psychological capital Ted et al. (2013), Paterson et al. (2014), antecedents of thriving. Considering the literary inclusion criteria
Chen et al. (2016), Levy (2016), Shen et al. (2018) of meta-analysis and some constructs, which were by Kleine
Relational resources Niessen et al. (2012) et al. (2019), the study includes a comprehensive review of
Self-efficacy Gao D. (2017), Bensemmane et al. (2018), the effects of the contribution of unit contextual features, the
Zhu et al. (2019)
resources produced at work, and the agentic work behaviors
Servant leadership Luo (2016), Walumbwa et al. (2018)
to thriving at work. Additionally, several types of personality
Social functioning Zhang et al. (2020)
traits, which were excluded from the previous frameworks, have
Supportive climate Ted et al. (2013), Paterson et al. (2014)
been meta-analyzed. Meanwhile, this study follows a moderating
Taking charge Xu et al. (2020)
effect of individualism on the links of antecedents and employees’
Task focus Niessen et al. (2012), Ted et al. (2013),
thriving with great interest, which has gained limited attention
Paterson et al. (2014), Sia and Duari (2018)
Transformational Collins (2014), Huang (2017), Niessen et al. (2017),
by existing studies. Figure 1 shows the research framework
leadership Dong (2018), Hildenbrand et al. (2018) employed for this study.
Trust Carmeli and Spreitzer (2009), Koçak (2016),
Li (2018), Xu et al. (2020)
Work control Li (2018), Wang (2018) HYPOTHESIS DEVELOPMENT
Work family enrichment Na (2017), Russo et al. (2018)
Workplace friendship Chen et al. (2016) Unit Contextual Features
Workplace civility Ghulam et al. (2018) According to Spreitzer et al. (2005), reducing stressors in
Workplace incivility Panagiotis et al. (2013) the workplace alone is not a sufficient encouragement for
Workplace violence Zhao et al. (2018) employees to thrive. Other workplace factors, such as enabling

FIGURE 1 | Framework of the research.
conditions, are also the crucial motivators of employees’ evidenced that challenge stressors have the opposite effect on
thriving. Therefore, unit contextual features are considered as an general stress, mitigate the passive effects of hindrance stressors,
important indicator of thriving that should not be overlooked improve thriving, and increase employee life satisfaction.
when examining its antecedents. Spreitzer et al. (2005) stated that Further, their study shows that challenge appraisals indicate the
unit contextual features are the characteristics of the individual magnitude of challenge stress and motivate employees to handle
work environment of an employee and include expectations, their daily workload effectively while actively experiencing a
work practices, and operating procedures (Spreitzer et al., 2005, sense of learning. Prem et al. (2017) conducted a more detailed,
p. 541). We also argue that various workplace characteristics, diary study of the divided aspects of thriving, measuring the
work practices, and procedures may facilitate or impede a climate effects of two challenge stressors (i.e., time pressure and learning
of information sharing, decision-making discretion, and trust. demands) in the workplace. On the two aspects of thriving,
Therefore, we start with a review of the influences of various challenge stressors positively affected learning but had no impact
contextual characteristics on thriving. on vitality. Generally speaking, challenge stress, which variably
depends on the industry, employee’s age, tenure, and the nature of
Challenge Stress the firm, is positively associated with employee thriving (Huang,
It is a stressor that positively induces personal learning, 2017). Therefore, we propose the following hypothesis:
growth, and accomplishment (LePine et al., 2004). Flinchbaugh
et al. (2015) provided a challenge-hindrance framework, which H I-1: Challenge stress is positively related to thriving at work.

Hindrance Stress and learning processes. Employees are more likely to effectively
In contrast to challenge stress, hindrance stress represents the control the quality of their work when using the quality of
pressure to perform mundane and repetitive tasks (LePine et al., outcomes to set appropriate job requirements. With improved
2004). According to Dollard et al. (2013), hindrance stress, work outcomes, employees who are acknowledged for their
measured by hindrance appraisals, is closely related to the abilities are motivated to continue working (Li, 2018). By
feelings of low morale. Thus, it reduces worker satisfaction and effectively controlling work, employees can gain more resources,
undermines thriving (LePine et al., 2004). Additionally, when such as objective opinions, positive emotional, and behavioral
compared with challenge stress, hindrance stress discourages management, which encourage employee thriving. Therefore, we
individual growth and its beneficial consequences as individuals propose the following hypothesis:
use their limited resources, of time and energy, to cope
H I-4: Work control is positively related to thriving at work.
with meaningless, mundane, and repetitive tasks. Subsequently,
individuals perceive thriving as a strain in the workplace Trust
(Flinchbaugh et al., 2015). For example, Huang (2017) found that
It is defined as a part of interpersonal relationships at work and
hindrance stress is negatively associated with thriving according
plays a significant role in predicting the thriving of employees.
to the field and online research including 542 questionnaires in
It is the belief that another party can perform well without being
East China. Therefore, we propose the following hypothesis:
forced to reach the target (Koçak, 2016). Trust can be divided into
H I-2: Hindrance stress is negatively related to thriving three aspects: a management team, a supervisor, and colleagues.
at work. Trust in a management team is developed when an employee
feels supported and shows that he/she relies on the decisions of
Autonomy the organization. The relationship between employees and their
It refers to the sense of volition and control that employees supervisors and/or colleagues also emphasizes trust on a smaller
experience in improving their work efficiency (Rhoades and scale (Koçak, 2016). High-quality relationships are beneficial
Eisenberger, 2002). A high degree of autonomy, along with in motivating the employees to be more active at work and
other components of intrinsic motivation, can contribute when interacting with supervisors and colleagues, and ultimately
toward thriving, including vitality and learning (Geiger, 2013). thrive more (Li, 2018). Additionally, employee trust in leaders
Mukhaimer (2012) concluded that autonomous motivation equips leaders with power and authority for management, and
positively affects thriving because employees feel better in a trust in employers ensures that employers are more capable of
flexible work environment. According to Sia and Duari (2018), supervision and learn from colleagues. With the proper guidance
decision-making authority is critical to work satisfaction and of supervisors and colleagues, employees are more willing to
involvement and is a key motivator for employees to thrive. thrive in a voluntary manner (Jaiswal and Dhar, 2017). Through
Decision-making authority can enhance employee autonomy collective trust-based interactions, employees enjoy high-quality
and interact with task focus, thereby motivating employees to social bonds and a higher level of thriving at work. Carmeli
learn and work harder. Several studies (e.g., van Scheppingen et al. (2009) explored the relationship between positive work
et al., 2015; Li et al., 2016) have revealed a more direct, more relationships and vitality in an alternative explanatory path. With
detailed relationship between autonomy and vitality, namely, trust, building high-quality relationships encourages employees
half of thriving, whereby increased vitality stimulates the active to have the confidence to actively express their personal opinions.
involvement of employees, thus encouraging thriving behavior at It also enables employees to respect the requirements of their
work. Therefore, given a proper autonomy, employees experience work. Therefore, we propose the following hypothesis:
a greater mental motivation and thriving, which effectively
H I-5: Trust is positively related to thriving at work.
increases their desire to work (Gu, 2015; Xie, 2016; Gao F., 2017;
Li, 2018). In light of the aforementioned studies, we propose the
Supportive Climate
following hypothesis:
The workplace environment can positively or negatively affect
H I-3: Employee autonomy is positively related to thriving employees (Paterson et al., 2014). In a supportive and friendly
at work. environment, supervisors tend to pay attention to their
subordinates and express concern in many aspects, including
Work Control work performance and individual development. They also tend to
In terms of work control, employees can manage their own provide a variety of resources to help with employee tasks. These
work tasks and plans, granting them greater flexibility and behaviors facilitate the work of an employee and encourage them
decision-making power (Quick et al., 1990). Cheng et al. (2013) to work agentically, which leads them to thrive (Paterson et al.,
concluded that employees with more control tend to perform 2014). Additionally, the social support provided by supervisors
better and remain more positive about their work than those and colleagues can be helpful in supporting employees to feel
with less control. Therefore, the ability to control work with secure in their jobs. In short, under a supportive climate,
optimistic synergy motivates employees to confidently face the unconfident or confused employees are motivated by suggestions
challenges of their work (Cheng et al., 2013). Additionally, for improvement, increasing their likelihood of thriving well for
strengthening the supervision and control and focusing on a longer period of time (Cheng et al., 2013). Zhu et al. (2019)
comparisons between work goals and outcomes improve vitality discovered the positive effect of a supportive environment among

a particular group of workers, namely, people with disabilities. enthusiastic attitudes toward work ultimately experience thriving
They also suggested that a climate of team learning can reduce the (Li, 2015). Employees who craft their jobs strengthen their
negative impact of disability and ultimately enhance the thriving awareness of their duties and abilities. After proper positioning,
of people with disabilities. Therefore, we propose the following they use organizational resources more efficiently and feel
hypothesis: motivated to learn on their jobs (Wang, 2018). Additionally,
job crafting enables employees to take on challenges, advance
H I-6: A supportive workplace climate is positively related to
their knowledge, and lay the foundation for their personal
thriving at work.
growth. Through this process, the advantages of concentration
Organizational Justice and progress at work motivate employees with crafted jobs to
It is perceived as the opinion of an employee on workplace thrive at a higher level (Han, 2017). Therefore, we propose the
equity (Colquitt et al., 2001). Bensemmane et al. (2018) following hypothesis:
argued that, despite an individual variation, the overall average H I-9: Job crafting is positively related to thriving at work.
sense of justice across a team contributes to the collective
thriving of team members. Mushtaq et al. (2017) uncovered the Resources Produced at Work
mechanisms underlying the influence of justice on employee There are other factors, in addition to the influence of
thriving and suggested that employees with a higher sense of the different unit contextual features on employee learning
organizational justice show greater confidence in the assessment and vitality, which influence employee thriving, including the
and reward system of an organization. Given this belief, resources produced at work. In the socially embedded model of
employees concentrate on their work and pursue performance thriving of Spreitzer et al.’s (2005), various types of resources
improvement, which translates to a higher degree of thriving. can facilitate employee’s thriving, such as knowledge resources,
Working in an organization that emphasizes the improvement of a positive meaning, and relational resources. In this section,
three components of justice, including procedural, interactional, according to the existing empirical research, we perform a meta-
and distributive justice, drives the motivation for employees to analysis to examine the effects of various types on leadership,
thrive (Deng, 2016). Thus, we propose the following hypothesis: defined as a type of relational resources, in addition to the positive
H I-7: Organizational justice is positively related to thriving meaning and knowledge resources (work experience).
at work.
Abusive Supervision
Feedback It is defined as a “subordinate’s perception of the extent to
It is a way for supervisors to provide information to subordinates which supervisors engage in a sustained display of hostile, verbal,
according to the outcomes of their work (Maurer et al., 2002). and non-verbal behaviors, excluding physical contact” (Zhang
Useful feedback not only provides an incentive for employees and Bednall, 2016, p. 455). According to the theory of affective
to learn new skills and ideas but also potentially transforms the events, researchers argue that abusive supervision is negatively
workplace to an open and a transparent system, significantly associated with thriving (Luo, 2016). Employees perceive abusive
increasing employee thriving (Xie, 2016). In terms of an supervision as a negative affective event that undermines the
integrative model of human growth in the workplace, Gao climate of trust and respect; a climate that ensures employee
F. (2017) concluded that supervisory developmental feedback safety and encourages them to take risks and explore. Without
positively affects the basic psychological needs of employees this, employees can feel untrusted or disrespected and can lose
and further influences their thriving. Supervisors use verbal their energy and enthusiasm for learning at work. Therefore, we
encouragement and express concern to build relationships propose the following hypothesis:
with their subordinates. This effective interaction strengthens
H II-1: Abusive supervision is negatively related to thriving
employees’ sense of belonging to the organization and guides
at work.
them on how to improve their work, which ultimately stimulates
thriving (Wang et al., 2017). Lee et al. (2015) stated that feedback- Authentic Leadership
seeking behavior in a team feedback environment can also It is a specific leadership style that focuses on the self-awareness
significantly improve the work performance and attitude of and psychological capital of both workplace leaders and followers
employees, leading to increased thriving as employees become (Gardner et al., 2005). Under this kind of leadership, leaders
clear about their work abilities and responsibilities. Therefore, we driven by their own values and beliefs provide more support
propose the following hypothesis: to their staff and pursue an equal work environment (Gardner
H I-8: Work feedback is positively related to thriving at work. et al., 2005). Therefore, a positive relationship may exist between
authentic leadership and employee thriving. Xu et al. (2017)
Job Crafting emphasize this finding by highlighting a positive association
It refers to the behavior of an employee in modifying and between authentic leadership and thriving, especially through the
adjusting the content of a job to improve performance; a meditating variable of leader–member exchange (LMX). LMX
process that clarifies and confirms their job requirements improves communication and interaction from the team level
and their own beliefs (Wrzesniewski and Dutton, 2001). This to an individual level, so that authentic leaders can influence
leads to the conclusion that employees with positive and their followers, in supervisory interactions, by increasing an

inherent motivation for self-determination (Ryan and Deci, 2017). Luo (2016) revealed a positive correlation between servant
2000). Therefore, we propose the following hypothesis: leadership and thriving by investigating the effect of aggressive
mistreatment by customers on employee thriving. Therefore, we
H II-2: Authentic leadership is positively related to thriving
propose the following hypothesis:
at work.
Empowering Leadership H II-5: Servant leadership is positively related to thriving

at work.
Unlike authentic leadership, empowering leadership emphasizes
delegation to subordinates to improve their psychological
experience at work (Li et al., 2016). Delegation is a process of Transformational Leadership
power-sharing, whereby employees have flexibility in decision- It exists when leaders actively stimulate employee motivation and
making, setting goals, or completing tasks. Simultaneously, they help them achieve higher goals (Collins, 2014). The relationship
are more likely to feel motivated to learn on their own as they between thriving and transformational leadership has recently
realize more responsibility and confidence from their leader attracted attention, and current empirical evidence has proven
(Ali et al., 2018). Empowered employees tend to shoulder to be very positive (Dong, 2018). Transformational leadership
more responsibilities than originally required (Kabat-Farr and enables employees to experience beneficial encouragement,
Cortina, 2017). In the process, they are vitalized and become happiness, and openness at work while encouraging them to feel
willing to learn to improve their work performance. Along with more autonomous in a respectful and supportive environment.
this opinion, Li et al. (2016) also proposed that empowering This collectively leads to the thriving of individual employees
leadership engenders thriving. Specifically, this leadership style (Hildenbrand et al., 2018). Furthermore, this leadership style
contributes to a greater tendency for employees to thrive, by motivates employees to learn and increase vitality via social
encouraging them to participate in decision-making processes capital. Niessen et al. (2017) shed light on the relationship
and providing many supportive resources. As a result, employees between the perceived transformational leadership and the
are highly willing to learn, stay vitalized, and feel more secure thriving of teachers. Although they did not conclude a direct
and responsible at work (Han, 2017). Therefore, we propose the relationship between them and revealed that employees felt
following hypothesis: increased levels of thriving under strong transformational
leadership, given that they were less emotionally exhausted.
H II-3: Empowering leadership is positively related to thriving Therefore, we propose the following hypothesis:
at work.
H II-6: Transformational leadership is positively related to
Leader–Member Exchange thriving at work.
It refers to a particular relationship between leaders and their
subordinates built via exchanges at work. Atwater and Carmeli In addition to various types of leadership, also known as
(2009) concluded that the higher the quality of LMX, the more relational resources (Spreitzer et al., 2005), two types of resources
employees engage, and the more willing they are to be active and were meta-reviewed: positive meaning and knowledge resources
passionate at work because they feel trusted and respected. In (work experience).
short, harmonious LMX leads to employee thriving and improves
work outcomes (Li, 2015; Xu et al., 2017). Zhang et al., (2018) Positive Meaning
drew a similar conclusion that LMX facilitates emotional bonding
It involves both the purpose and significance of work. It comes
between leaders and their subordinates beyond the simpler
from the value of work and the creation of worth via interacting
relationship between the colleagues. This bond enhances the
with colleagues at work (Spreitzer et al., 2005). Positive meaning
efficiency of employees, encourages engagement, brings vitality,
at work aligns the expectations of employees to each other and
and promotes learning. Thus, high-quality LMX between leaders
also helps them to understand the goals of the organization. It
and employees beneficially facilitates their work efficiency and
enables them to understand their work and its significance and
enriches their job content (Atwater and Carmeli, 2009; Zhang
engenders thriving at work. Niessen et al. (2012) conducted a
et al., 2018). Therefore, we propose the following hypothesis:
diary study and showed a positive relationship between personal
H II-4: LMX is positively related to thriving at work. variability during workdays and positive meaning and thriving.
Their study provides evidence for a number of hypotheses for
Servant Leadership the socially embedded model of thriving proposed by Spreitzer
Previous studies have suggested that there is a strong relationship et al. (2005), and expands the literature by focusing on identifying
between servant leadership and thriving at work (e.g., Jaiswal personal differences in positive meaning in a single day alone
and Dhar, 2017; Walumbwa et al., 2018). Servant leadership is a rather than concentrating on personal growth- and work-related
positive leadership approach, focusing on serving colleagues and outcomes. Individuals who experience a stronger sense of positive
supporting them via necessary work resources and compassion. meaning at work will feel a sense of thriving on the same day.
This empowers employees to take on challenges and be confident Therefore, we propose the following hypothesis:
in continuously improving themselves (Walumbwa et al., 2018).
Furthermore, servant leadership can lead to employee trust in H II-7: Positive meaning is positively related to thriving
leadership and enhance creativity in thriving (Jaiswal and Dhar, at work.

Work Experience variety of job roles, employees adopt various behaviors depending
In the model of Spreitzer et al. (2005), knowledge resources on the scenario. People tend to be attracted to work by the
are known as the important resources generated at work that tasks involved in the job, ergo, and are inclined to feel more
engender employee thriving. We argue that work experience vitality from these tasks and actively learn what is necessary to
is a knowledge resource because it is generated at work and complete them (Sia and Duari, 2018). Therefore, we propose the
enables employees to understand their work; in other words, it is following hypothesis.
related to the knowledge required and how to obtain the relevant
H III-2: Task focus is positively related to thriving at work.
information to get the job done (Moreland and Argote, 2003).
Therefore, we expect that work experience serves as a knowledge Heedful Relating
resource for employees to learn about how to acquire the It refers to cooperative and mutually supportive interactions
knowledge, information, and skills needed to work and promote between the workers (Paterson et al., 2014). Many people work
thriving. Therefore, we propose the following hypothesis: in advanced teamwork-based organizations, where collaboration
H II-8: Work experience is positively related to thriving and communication with teammates significantly affect
at work. employee thriving. In this case, the focus is on the interactions
within the group and the achievements of the entire team. More
Individual Agentic Work Behaviors effective and high-quality cooperation between the employees,
Also known as the engine of thriving (Spreitzer et al., 2005), that is, more heedful relating, engenders higher levels of thriving
agentic work behaviors include exploration, task focus, and (Paterson et al., 2014). Heedful relations between colleagues
heedful relating, and have significant effects on the thriving of are important for employees to fully realize the functions
an individual. This section focuses on the effects of these three of the organizational structure and the ultimate goals of the
behaviors on thriving. organization. Through intensive and high-quality interactions,
employees tend to actively learn from their colleagues and
Exploration play responsible, larger roles in the team, ultimately increasing
It is a phenomenon in which individuals seek new ways of their levels of thriving (Sia and Duari, 2018). Abid et al. (2016)
working, via experimentation, discovery, innovation, and risk- conducted an empirical study in support of the positive effects
taking (Spreitzer et al., 2005). Previous studies have evidenced the of heedful relations and posited that heedful relating motivates
positive relationship between exploration and thriving (Button positive employee behavior, which is consistent with previous
et al., 1996). Spreitzer et al. (2005) posited that, when employees arguments. Therefore, we propose the following hypothesis:
experienced explore at work, they were willing to acquire new
H III-3: Heedful relating at work is positively related to
knowledge to resolve problems, therefore positively related to
thriving at work.
the thriving of an employee. Exploration behavior also enhances
employee vitality; Kleine et al. (2019) stated that exploration
is a direct outcome of thriving as the activity is associated
Personality Traits
In addition to the above antecedents in the model of thriving
with the immediate experience of both vitality and learning. Sia
by Spreitzer et al. (2005) and Kleine et al. (2019) meta-analyzed
and Duari (2018) evidenced the positive result of thriving by
several types of personality traits such as core self-evaluation
finding that work exploration stimulates employees to produce
and proactive personality. For this study, we meta-analyzed the
surprising ideas and strategies. Therefore, we propose the
relationship between the other four types of personality traits and
following hypothesis.
thriving at work to complement the models of Spreitzer et al.
H III-1: Exploration is positively related to thriving at work. (2005) and Kleine et al. (2019).
Task Focus Self-Efficacy

Although the importance of heedful relating has attracted much It implies having an optimistic attitude toward difficulties and
attention, it is also essential, in investigating thriving at work, to hurdles (Geiger, 2013). The relationship between self-efficacy
analyze individual work task characteristics such as task focus. and thriving has recently attracted attention as evidencing
Task focus refers to the dedication and concentration required significantly positive effects on thriving, regardless of employee
by an employee to achieve the objectives of a job (Brown group (Geiger, 2013; Lee et al., 2015; Chen et al., 2016;
et al., 2005). Niessen et al. (2012) concluded that task focus Levy, 2016; Bensemmane et al., 2018; Zhu et al., 2019).
is a key agentic work behavior that plays an important role Building self-efficacy, as a part of intrinsic mindfulness, increases
in increasing employee thriving. Specifically, highly dedicated the likelihood of employees thriving regardless of workplace
employees focus on completing tasks and finding the best characteristics, including the organizational climate (Geiger,
possible solutions, resulting in a higher likelihood of success and 2013). Moreover, employees with high self-efficacy are ready
molding them into vital, active-learning employees. Employees to face the challenges at work and are confident enough to
who are highly task-focused feel a sense of accomplishment complete them. Thus, as self-efficacy accumulates, employees are
at work and actively acquire, previously unknown, integral more likely to feel that they are thriving regardless of the work
job skills; thereby increasing thriving (Paterson et al., 2014). environment (Levy, 2016). Bensemmane et al. (2018) discovered
Furthermore, Paterson et al. (2014) found that, to thrive in a this relationship in the context of a team and proposed that

self-efficacy is integral to understanding the importance and The Moderating Effects of National Culture
effectiveness of personal resources. Therefore, we propose the Most research on management specifies national culture as
following hypothesis. an import contingent factor that influences the relationships
between different variables (Rattrie et al., 2020). For example,
H IV-1: Self-efficacy is positively related to thriving at work. it serves as an important contextual factor that will influence
the relationships between some work-related antecedents and
Optimism outcomes (e.g., Choi et al., 2015, personality traits and
It is a personality trait that refers to the ability to positively organizational commitment). The dimensions of national culture
associate events with outcomes (Luthans et al., 2007). Similar were also regarded as influential factors that determine
to the analytical path of self-efficacy, Levy (2016) agreed the responses of individuals toward work conditions and
that optimism encourages employees to focus on their work, subsequently the associated results of the work (Liu et al., 2007;
which increases the likelihood of meeting the job requirements Taras et al., 2010, 2011). According to his research on national
and completing difficult tasks, thereby contributing to their culture, Hofstede (1984) identified individualism as an important
experience of thriving. Xie (2015) also proposed that optimism is characteristic of each country and revealed the contrast in
one of the four components of psychological capital. Employees the scores of individualism between Eastern, primarily Asian
are believed to thrive more from frustration when they use countries, and Western countries. Compared to China with a
psychological capital, such as the patience and courage offered score of being 20, the United States had a much higher score of
by optimism, to manage challenges or to face unfair treatment. 91 (Hofstede, 2001). Several studies are consistent with this result,
Furthermore, optimistic employees accept challenges, with including the regulatory focus theory of Higgins (1997) as well as
confidence and a positive attitude, making them less likely to be the other relevant disparities between the scores.
influenced by anxiety or anger. Thus, they gain more positive Among the dimensions of national culture,
outcomes such as thriving (Cheng et al., 2013). Therefore, we individualism/collectivism dimension was considered as
propose the following hypothesis. one of the important factors that cause the deviation of the
H IV-2: Optimism is positively related to thriving at work. reactions of individuals toward different job characteristics
(e.g., Spector et al., 2007) and that of the different levels of
Openness their commitment to the organizations (Parkes et al., 2001).
Individuals with an interdependent self-construal, in low-level
Employees who are open tend to show positive emotions and
individualistic countries, actively respond to information about
also tend to be active and energetic at work. Additionally,
accepting, or avoiding, responsibility for their surroundings;
open-minded employees are modest and inherently learn from
whereas, those with an independent self-construal, in high-
their surroundings (Hennekam, 2017) and, therefore, experience
level individualistic countries, tend to react to information in
higher levels of thriving. The interaction between being open to
terms of personal goals and objectives (Lee et al., 2000; Elliot
experience and transformational leadership also affects employee
et al., 2001; Xu et al., 2018). Citizens living in high-scoring,
thriving (Hildenbrand et al., 2018). In the context of leadership,
individualistic countries tend to prioritize their interests, and
people who are open are able to cope with opposing voices and
set themselves apart from others. Therefore, the relationship
to avoid serious embarrassment at work, thus supporting them to
between antecedents and thriving varies depending on the levels
thrive. By analyzing the underlying mechanisms, we propose the
of individualistic culture.
following hypothesis.
According to the socially embedded model of thriving,
H IV-3: Openness is positively related to thriving at work. the thriving of an individual is not only self-driven but
also occurs through his/her interactions with others (Brown
Conscientiousness and Duguid, 1991; Wenger, 1998). Low-level individualistic
It describes the ability of an individual to maintain self-discipline countries emphasize the importance of collective interests
and continued motivation to achieve goals (Costa et al., 1991), in a group level and encourage individuals to support each
and has been found to positively influence employee thriving. other and maintain harmonious relationships. Individuals
Conscientious employees tend to behave well and work hard in low-level individualistic countries “are integrated into
toward their goals as they are familiar with their work and job strong, cohesive in-groups, which throughout people’s lifetime
contents (Hennekam, 2017). Simultaneously, this ability leads continue to protect them in exchange for unquestioning
to outperformance and provides a sense of accomplishment. loyalty” (Hofstede, 2001, p. 225). Ronen and Mikulincer
Therefore, conscientious employees tend to thrive easily (2009) also stated that individuals in low-level individualistic
(Hennekam, 2017). Conscientiousness also expresses a sense of cultures were more sensitive to the fulfillment of group
responsibility that helps employees motivate themselves to thrive, goals, the completion of teamwork, and the improvement
and the employees tend to work more eagerly and broadly, laying engagement in a group level (Rattrie et al., 2020). This
a foundation for the emergence of thriving (Xie, 2015). Therefore, necessary interaction brought by the teamwork among
we propose the following hypothesis. individuals, via culture, is more likely to facilitate employee
thriving in benign work environments, with positive work unit
H IV-4: Conscientiousness is positively related to thriving contextual features and resources. Therefore, we propose the
at work. following hypothesis.

H V: The relationship between antecedents and employee describe specific antecedents. Next, according to this scheme, two
thriving is stronger in the countries with low-level of coders independently coded the data from the selected empirical
individualism than in the countries with high-level studies. The coded information for each study included: (1) the
of individualism. correlations between thriving and its antecedents, (2) the sample
size, (3) Cronbach’s alpha of thriving and its antecedents, and
(4) the moderators, which specify the countries, wherein each
METHODS study was conducted. After completing their task, each coder
independently checked the coding sheets of each other, and in
Search Strategy case of existence of any inconsistencies, the disagreement was
To identify the empirical studies on thriving at work for use in the discussed and addressed. The inter-rater reliability of the two
meta-analysis, we followed the search procedures in other meta- coders was high (Cohen’s kappa = 0.88).
analysis (e.g., Zhang et al., 2017) and employed the following
strategy to locate appropriate articles. Firstly, we conducted Sample Information
a computer-based search in the databases, including Web of Most of the empirical studies were conducted in China and the
Science (SSCI), EBSCO, ABI/INFORM, ERIC, PsycINFO, Google United States, which account for 50 and 7.81%, respectively.
Scholar, and Scopus by filtering the date prior to 2019, and The samples included male and female participants with the
using the keywords “work” and “thriving” or two dimensions percentage of men being greater than 50% accounting for 61.40%,
of thriving, namely “vitality” and “learning.” We also search for and women being greater than 50% accounting for 38.6%. Most of
the articles containing the term “Āᐕ֌㑱㦓ā઼Āᐕ֌ᰪⴋᝏā” the research subjects were in the range of 30–40 years old. Details
in China National Knowledge Infrastructure (CNKI), which about each sample are shown in Table 3.
is the most commonly used database for searching Chinese
academic publications. Secondly, we manually searched for Publication Bias
recent empirical articles that address thriving via qualitative Two methods were used to expose the publication bias in the
and/or quantitative review (Kleine et al., 2019). For unpublished analysis. Firstly, we used the fail-safe N of Rosenthal (1979) as
studies, we took four search approaches into dissertations, a measure of the number of existing, unpublished studies needed
reports, book chapters, working papers, and conference papers. to transform a significant population effect size estimate into a
Firstly, dissertations were searched for in the ProQuest databases. non-significant result. Table 4 shows the results of all the fail-safe
Secondly, book chapters, working papers, and conference papers Ns for each bivariate relationship in this study. On an average,
were searched for on Scopus and Web of Science. Finally, our sample had a fail-safe N of 893.5, suggesting that 893.5, or
we distributed the information about our meta-analysis on more, unpublished studies should be included in the analysis to
the service lists of the Human Resources and Organizational reduce the size of the population effect to a non-significant level.
Behavior Divisions at the Academy of Management conference Secondly, after deriving the number of unreleased publications
and extracted additional working papers on thriving at work. needed to change the result, we calculated if it was actually
influenced by a publication bias. In Begg and Mazumdar (1994),
Inclusion and Exclusion Criteria the Kendall rank correlation coefficient was used to test the effect
The following procedure was used to identify the eligible studies on the significance of the results. As shown in Table 4, the non-
that could be used for meta-analysis. Firstly, empirical studies significant Kendall rank correlation coefficient indicates that all
must include the variable to be focused on, that is thriving relationships are independent of publication bias. These results
at work, and must be categorized within the discipline of show that most of the tested correlations (24 out of 24, i.e., 100%)
management. Secondly, at least one of the antecedents for are not influenced by publication bias.
thriving, from the current model, must be included in the study.
Thirdly, thriving must be measured empirically with the reported Analysis
correlations between thriving at work and its antecedents. Finally, A random effects model was implemented to test hypotheses
67 current studies (N = 28,097) were included in the final sample. I–IV, which were proposed to describe the relationships between
thriving and its outcomes. In Hunter and Schmidt (2004), an
Coding Procedures approach to psychometric meta-analysis was used as it considers,
Prior to the coding process, two researchers of this study in the field of organizational behavior, the influence of artifacts
developed a coding scheme according to Krippendorff (2013) such as measurement error—a common issue in psychometric
to guarantee consistency between different coders. Specifically, empirical research. Regarding the mean effect, we report the
to decrease the inconsistency of the concepts among the independent effect size (k), sample size (N), and weighted mean
antecedents, which are similar but termed in different forms correlation (r). We also report mean true-score correlation (ρ̄);
(e.g., challenge stress/challenging stress), two coders had a and observe SDs of corrected correlations [SD_(r_c)], residual
discussion with each other to ensure the consistency of a related SDs of ρ (SD_ρ), the 95% CI for the main effect, and the variability
term in the coding scheme. In addition, concepts such as of corrected effect size estimates investigated by calculating 80%
“challenge demand” in some papers were coded as challenge credibility intervals.
stress as these two constructs fully resemble each other. In As mentioned and according to the previous research
this study, as shown in Table 2, similar constructs are used to on cross-cultural meta-analysis, national culture has various

TABLE 2 | Summary of similar constructs used to identify specific antecedents. TABLE 2 | Continued
Antecedents Similar constructs Antecedents Similar constructs
Unit contextual features Positive meaning Positive meaning

Challenge stress Challenge stress Work experience Experience
Challenge demand Work experience
Challenge appraisal Number of organizations one has worked in
Hindrance stress Hindrance stress Personal traits
Hindrance demand Self-efficacy Self-efficacy
Hindrance appraisal Average transient self-efficacy
Role ambiguity Innovation self efficacy
Role overload Job self-efficacy
Time pressure
Optimism Optimism
Autonomy Autonomy
Openness Openness
Work autonomy
Openness to experience
Autonomy orientation
External work contacts
Decision-making authority
Conscientiousness Conscientiousness
Autonomous motivation
Individual agentic
Flexibility-autonomy
work behaviors
Need for autonomy
Exploration Exploration
Work control Work control
Active exploration
Job control
Task focus Task focus
Sense of work control
Concentration
Trust Trust
Heedful relating Heedful relating
Trust in leader
Trust in Colleagues
Trust in Supervisor moderating effects on the results of this study (e.g., Liu
Interpersonal trust et al., 2016). The website of Geert Hofstede1 displays the
Supportive climate Supportive climate national scores, calculated by representative country samples,
Supportive supervising style from the World Values Survey. These scores were assigned
Team-learning climate in an ascending order from 0 to 100 to accurately measure
Organizational justice Organizational justice the individualism culture dimension. These scores were then
Fairness Perception matched according to the samples in our meta-analysis. The
Average transient overall team justice final step was to conduct a meta-regression (Borenstein et al.,
Feedback Supervisor feedback 2009) to test the significance of the moderating effect of long-
Feedback-seeking behavior term orientation.
Supervisor developmental feedback
Job crafting Job crafting
Resource produced RESULTS
at work
Abusive supervision Abusive supervision The Influence of Work Unit Contextual
Abusive management
Features on Thriving
Workplace violence
From H I-1 and H I-2, it is inferred that unit contextual
Authentic leadership Authentic leadership
features such as hindrance stress are negatively related to thriving
Empowering leadership Empowering leadership
at work. In Contrast, challenge stress is positively related to
Empowerment
thriving at work. As shown in Table 5, challenge stress (ρ̄
LMX Leader–member exchange
= 0.46; H I-1) is positively associated with thriving, and
LMX
hindrance stress (ρ̄ = − 0.19; H I-2) is negatively associated
LMX quality
with thriving.
Supervisor-subordinate relationship
From H I-3 and H I-4, it is inferred that that autonomy
Leader relational behaviors
(ρ̄ = 0.49; H I-3) and work control (ρ̄ = 0.26; H I-4) are
Social exchange
moderately and positively related to thriving at work. All 95% CIs
Servant leadership Servant leadership
exclude zero. Therefore, H I-3 and H I-4 are supported.
Transformational Transformational leadership
leadership
From the hypotheses H I-5 to H I-9, it is inferred that
Perceived transformational leadership
trust, supportive climate, organizational justice, feedback, and job
(Continued) 1
https://www.hofstede-insights.com/country/china/

TABLE 3 | Summary of sample information. TABLE 4 | The results of publication bias test.
Category Percentages Antecedents k N Classic Kendall’s P

Fail-safe N Tau
Gender (% of male)
<=50% 61.40% Unit contextual features
>50% 38.60% Challenge stress 6 2,580 669 −0.27 0.452

Hindrance stress 9 5,610 435 0 1
Average age
Autonomy 11 3,883 3679 −0.121 0.583
>20 and ≤30 24.14%
Work control 7 3,161 680 0.19 0.548
>30 and ≤40 44.83%
Trust 8 2,418 882 −0.07 0.851
>40 and ≤50 27.59%
Supportive climate 5 2,176 271 −0.67 0.296
>50 3.45%
Organizational justice 3 1,013 553 −0.33 0.601
Country
Feedback 5 2,423 1931 0 1
Austria (Central Europe) 1.56%
Job crafting 3 803 534 −0.33 0.601
Belgium (Central Europe) 1.56%
Resources produced at work
Canada 4.69% Abusive supervision 3 1,602 55 −0.67 0.296
China 50.00% Authentic leadership 5 1,819 54 0.33 0.601
Finland 1.56% Empowering leadership 6 2,364 167 0 1
France 1.56% LMX 9 2,871 2636 −0.25 0.348
Germany (Central Europe) 4.69% Servant leadership 5 2,028 271 −0.67 0.296
India 3.13% Transformational leadership 6 2,121 882 −0.07 0.851
Indonesia 1.56% Positive meaning 4 631 320 −0.1 0.81
Israel 6.25% Work experience 6 2,537 8 0.5 0.22
Korea 1.56% Individual agentic work behaviors
Netherlands 3.13% Exploration 3 509 536 −0.8333 0.089
Pakistan 3.13% Task focus 6 1,751 1373 −0.13 0.707
South Africa 3.13% Heedful relating 12 3,149 121 0.1 0.806
Taiwan 1.56% Personality traits
Turkey 1.56% Self-efficacy 9 3,606 1580 0.107 0.711
United States 7.81% Optimism 4 1,856 1109 0.17 0.734

Openness 3 1,470 1109 0.17 0.734
Worldwide 1.56%
Conscientiousness 5 2,702 599 0.1 0.807
k, the number of independent effect sizes included in each analysis; N, the number
of participants in each analysis; Classic fail-safe N, the number of unpublished
crafting is positively related to thriving. As shown in Table 5, studies it will take to raise the p-value to an insignificant level; Kendall’s Tau, Kendall
trust ρ̄ = (0.49; H I-5), supportive climate (ρ̄ = 0.40; H I-6), rank correlation coefficient; p, the p-value for Kendall rank correlation coefficient.
organizational justice (ρ̄ = 0.67; H I-7), feedback (ρ̄ = 0.62; H
I-8), and job crafting (ρ̄ = 0.61; H I-9) have moderate to strong,
positive effects on thriving as all 95% CIs exclude zero. Therefore, H II-7 proposes that positive meaning is positively related to
H I-5 to H I-9 are supported. thriving. As shown in Table 5, positive meaning (ρ̄ = 0.53) is
moderately and positively correlated with thriving as all 95% CIs
The Influence of Resources Produced at exclude zero. H II-8 proposes that work experience, as one type
Work, on Thriving of knowledge resources, positively influences thriving. The results
H II-1 proposes that negative leadership such as abusive in Table 5 show that work experience (ρ̄ = 0.05) is not related
supervision is negatively related to thriving. As shown in Table 5, to thriving as the 95% CIs include zero. Therefore, H II-7 and H
abusive supervision is negatively associated with thriving (ρ̄ II-8 are partially supported.
= − 0.21, H II-1). H II-1 is supported because the 95%
CIs of these estimated relationships exclude zero. H II-2 to
H II-6 propose that positive leadership, including authentic, The Influence of Individual Agentic Work
empowered, servant, and transformational leaderships, as well Behaviors on Thriving
as LMX and trust, is positively related to thriving. As shown in H III-1 to H III-3 propose that individual agentic work
Table 5, authentic leadership (ρ̄ = 0.38; H II-2), empowered behaviors are positively related to thriving. The results in Table 5
leadership (ρ̄ = 0.47; H II-3), LMX (ρ̄ = 0.59; H II-4), servant indicate that exploration (ρ̄ = 0.66; H III-1), task focus (ρ̄
leadership ρ̄ = 0.49; H II-5), and transformational leadership = 0.63; H III-2), and heedful relating (ρ̄ = 0.52; H III-
(ρ̄ = 0.46; H II-6) are moderately and positively correlated 3) have moderate to strong, positive correlations with thriving
with thriving as all 95% CIs exclude zero. Therefore, H II-2 to as all 95% CIs exclude zero. Therefore, H III-1 to H III-
H II-6 are supported. 3 are supported.

TABLE 5 | Meta-analysis of relationships between thriving at work and its antecedents.
Antecedents k N r SDr SDres ρ̄ SDrc SDp 95% CI 80% CR
Unit contextual features

Challenge stress 6 2,580 0.39 0.18 0.18 0.46 0.19 0.19 (0.30,0.61) (0.22, 0.70)
Hindrance stress 9 5,610 −0.17 0.11 0.10 −0.19 0.12 0.11 (−0.27, −0.11) (−0.33, -0.04)
Autonomy 11 3,883 0.42 0.18 0.17 0.49 0.20 0.19 (0.38, 0.61) (0.25, 0.74)
Work control 7 3,161 0.21 0.29 0.29 0.26 0.34 0.34 (0.00, 0.51) (−0.18, 0.69)
Trust 8 2,418 0.35 0.16 0.15 0.49 0.20 0.19 (0.35, 0.62) (0.25, 0.72)
Supportive climate 5 2,176 0.35 0.15 0.16 0.40 0.17 0.16 (0.26, 0.54) (0.19, 0.60)
Organizational justice 3 1,013 0.59 0.16 0.15 0.67 0.16 0.15 (0.49, 0.84) (0.47, 0.86)
Feedback 5 2,423 0.53 0.12 0.12 0.62 0.14 0.14 (0.50, 0.75) (0.45, 0.80)
Job crafting 3 803 0.51 0.06 0.03 0.61 0.09 0.07 (0.51, 0.71) (0.52, 0.70)
Resources produced in doing of work
Abusive supervision 3 1,602 -0.17 0.06 0.05 -0.21 0.07 0.05 (−0.29, -0.13) (−0.27, -0.15)
Authentic leadership 5 1,819 0.32 0.19 0.18 0.38 0.22 0.21 (0.19, 0.57) (0.11, 0.65)
Empowering Leadership 6 2,364 0.39 0.15 0.14 0.47 0.16 0.15 (0.35, 0.60) (0.28, 0.66)
LMX 9 2,871 0.49 0.13 0.12 0.59 0.15 0.14 (0.50, 0.69) (0.42, 0.77)
Servant leadership 5 2,028 0.39 0.10 0.09 0.49 0.12 0.10 (0.40, 0.59) (0.36, 0.62)
Transformational leadership 6 2,121 0.42 0.19 0.19 0.46 0.21 0.21 (0.29, 0.64) (0.20, 0.73)
Positive meaning 4 631 0.46 0.07 0.04 0.53 0.09 0.06 (0.44, 0.62) (0.45, 0.60)
Work experience 6 2,537 0.05 0.09 0.08 0.05 0.11 0.10 (−0.03, 0.13) (−0.07, 0.18)
Individual agentic work behaviors
Exploration 3 509 0.55 0.04 0.00 0.66 0.06 0.00 (0.59, 0.73) (0.66, 0.66)
Task focus 6 1,751 0.54 0.12 0.11 0.63 0.14 0.13 (0.52, 0.74) (0.47, 0.80)
Heedful relating 12 3,149 0.42 0.13 0.11 0.52 0.13 0.12 (0.45, 0.59) (0.37, 0.67)
Personality traits
Self-efficacy 9 3,606 0.41 0.16 0.15 0.48 0.16 0.15 (0.38, 0.58) (0.28,0.68)
Optimism 4 1,856 0.54 0.03 0.01 0.65 0.05 0.03 (0.60, 0.70) (0.62, 0.69)
Openness 3 1,470 0.06 0.07 0.06 0.07 0.08 0.06 (−0.02, 0.16) (−0.01, 0.15)
Conscientiousness 5 2,702 0.35 0.14 0.13 0.40 0.14 0.14 (0.28, 0.53) (0.23, 0.58)
k, number of studies contributing to meta-analysis; N, total sample size; r, mean observed correlation; SDr , observed standard deviation of r; SDres , residual standard
deviation of r; ρ̄, mean true-score correlation; SDrc , observed standard deviation of corrected correlations (rc ); SDp , residual standard deviation of P; CI, confidence
interval around ρ̄; CR, credibility interval around ρ̄. Correlations corrected individually.
The Influence of Personality Traits on hypothesis, a random meta-regression was employed to examine
Thriving all moderating effects.
As shown in Table 6, unit contextual features and
H IV-1 and H IV-2 propose that positive personality
individualistic culture moderate the correlations between
traits, including self-efficacy, optimism, openness, and
thriving at work, autonomy (B = 0.006, p < 0.05), feedback
conscientiousness, are positively related to thriving. As shown in
(B = 0.026, p < 0.01), organizational justice (B = − 0.01,
Table 5, self-efficacy (ρ̄ = 0.48; H IV-1), optimism (ρ̄ = 0.65;
p < 0.01), and supportive climate (B = 0.006, p < 0.05).
H IV-2), and conscientiousness (ρ̄ = 0.40; H IV-4) are positively
For leadership variables, individualistic cultures moderate the
correlated with thriving as all 95% CIs exclude zero. However,
correlations between thriving and servant leadership (B = 0.011,
openness (ρ̄ = 0.07; H IV-3) does not correlate with thriving
p < 0.01), and transformational leadership (B = − 0.09, p < 0.01).
as the 95% CIs include zero. Therefore, with the exception of H
For individual agentic work behaviors, individualistic cultures
IV1-4, H IV-1, H IV-2, and H IV-4 are supported, but H IV-3
moderate the correlation between thriving and exploration
is not supported.
(B = − 0.01, p < 0.01). Finally, for personality traits,
individualistic cultures moderated the correlation between
The Moderating Effect of National thriving and conscientiousness (B = − 0.005, p < 0.01).
Culture
H V proposes that the moderating effect of national culture on the
relationship between thriving and its antecedents can be found in DISCUSSION
lower-level individualistic countries and that the relationship in
the countries with lower levels of individualism is stronger than This study systematically and comprehensively meta-analyzes the
in the countries with higher levels of individualism. To test this relationship between antecedents and thriving at work according

TABLE 6 | The moderating effect of national culture on the relationships between work tasks and practices (Quick et al., 1990), which will benefit
thriving at work and its antecedents.
the working state of employees. However, autonomy focuses
Antecedents Individualism on more psychological experience of employees in improving
their efficiency (Rhoades and Eisenberger, 2002), and will also
k B SE promote employees’ thriving at work. Indeed, job crafting also
reflects a certain level of autonomy and control the work of
Unit contextual features
individuals. All these results further confirm the vital role of
Challenge stress 6 −0.03 0.004
motivational factors proposed in the hygiene-motivation theory
Hindrance stress 9 0.001 0.002
(Herzberg et al., 1959).
Autonomy 11 0.006* 0.003
In terms of resources produced at work, it seems that a
Work control 7 −0.002 0.008
welcomed leader plays an important role in increasing employees’
Trust 6 −0.011 0.009
thriving at work. According to the results, different styles
Supportive climate 4 0.006* 0.003
of positive leadership (such as transformational leadership,
Organizational justice 3 −0.01** 0.001
authentic leadership, and empowering leadership) are believed
Feedback 5 0.026** 0.007
Job crafting – – –
to be positively correlated with employees’ thriving at work. The
Resources produced at work
conclusions resemble the results of most studies on leadership–
Abusive supervision – – –
thriving relationships (e.g., Collins, 2014; Mortier et al., 2016;
Authentic leadership 3 0.003 0.002
Ali et al., 2018). Although it is not our research focus in this
Empowering Leadership – – –
study, the differences in these effects across different leadership
LMX 9 0.002 0.003
styles were not confirmed. If there do exist some differences, why
Servant leadership 3 0.011** 0.003
these distinctions occur and what the mediation effects between
Transformational leadership 6 −0.09** 0.003
the leadership–thriving relationship are needed to address in the
Positive meaning 4 0.001 0.001
following empirical studies. We fail to predict the relationship
Work experience 5 0.000 0.001
between work experience and thriving as we expected. It occurs
Individual agentic work behaviors
probably because individuals with more experience are also the
Exploration 3 −0.01** 0.001
aged ones, who are not easily to be thrived in their work.
Task focus 6 0.003 0.003
The limited samples in the meta-analysis were considered to be
Heedful relating 12 −0.01 0.002 another possible reason for this issue.
Personality traits Individuals who act as an agent toward their work will be more
Self-efficacy 8 −0.001 0.002 thrived at work. Consistent with the point made by Spreitzer
Optimism 4 0.002 0.002 et al. (2005), exploration, task focus, and heedful relating are
Openness 3 0.001 0.002 reported to be positively correlated with employees’ thriving at
Conscientiousness 5 −0.005** 0.002 work. Exploration indicates some exploratory behaviors (Button
et al., 1996), which help individuals to be more thrived. Task focus
k, number of samples in the regression analysis; β, regression coefficients; p,
the p-value for the coefficient. Individualism scores were coded according to the
enables individuals to be more concentrated on their tasks, and
dimension data matrix on Hofstede’s website. also to be more thrived (Ryan and Deci, 2000; Brown and Ryan,
*p < 0.05; **p < 0.01. 2003). Meanwhile, heedful relating of individuals facilitates them
to be energetic and studious ones by offering help to others and
acquiring new skills (Spreitzer et al., 2005).
to the socially embedded model of thriving by Spreitzer et al. Personality traits (e.g., self-efficacy, optimism, and
(2005) and the research of Kleine et al. (2019). It illustrates the conscientiousness) are also the correlates of employees’ thriving
antecedent effects of thriving, including work unit contextual at work. Individuals with stable positive personality traits are
features, the resources produced at work, agentic work behaviors, more likely to be thriving at work. This was consistent with
and personality traits. It also examines the possible influence the results of those studies that focused on personality-related
of individualistic cultural contexts on the correlations between predictors of thriving at work (Ren et al., 2015). However,
thriving and its antecedents. contrary to our expectations, openness was not related to
In our meta-analysis, we found that work unit contextual thriving at work. The insignificant result might be also due to a
features, the resources produced at work, agentic work behaviors, small sample in the meta-analysis.
and personality traits have a moderate to strong effect on In addition, we found that the relationships between thriving
thriving at work. and antecedents (autonomy, feedback, supportive climate, and
As to the unit contextual features, most of the constructs servant leadership), which were supposed to provide employees
are found to be significantly correlated with employees’ thriving with support and discretion, are stronger in a higher-level
at work. Among them, autonomy and work control are both individualistic country. In contrast, the relationships between
positively related to the thriving of employees. Although some employees’ thriving at work and antecedents (organizational
similarities are shared by both constructs, we believe there justice and transformational leadership) that can represent the
are still some discrepancies between these two concepts. Work quality of the relationship between employees and colleagues, and
control of employees refers to their control over their own antecedents (exploration and conscientiousness) that describe

the self-characteristics of an individual are stronger in the lower- psychological capital, core self-evaluation, proactive personality,
level individualistic cultures. The possible explanation might positive affectivity, negative affectivity, perceived stress, and
be that individuals tend to react to the information in terms job engagement. This study includes a meta-analysis of four
of personal goals and objectives in individualistic countries, types of personality traits: self-efficacy, optimism, openness,
thus the enabling conditions, such as discretion and support and conscientiousness. In a slight contrast to our expectations,
that could help them better get job done, could more likely openness does not influence thriving, whereas other types of
to encourage them to be thrived. In contrast, individuals in personality traits moderately and positively influence thriving.
the collectivistic culture concerned more on the relationship Thirdly, we examine the cultural differences of individualism
with each other. Therefore, the indicators that could help in the relationship between antecedents and thriving at
them get well along with others could more likely to drive different levels of individualism. Knowledge of the influence
them thriving. of antecedents in different cultural contexts may assist in
This study theoretically contributes to the existing literature establishing boundary conditions for the theory of thriving.
with the following: Firstly, this research focuses on more Our results are thought provoking as we find the difference
categories of antecedents of employee thriving compared with of the moderating effects of individualistic culture on the
the model of Kleine et al. (2019), which provides a comparably relationships between employees’ thriving and variables such as
comprehensive review for existing empirical studies. Although autonomy, feedback, supportive climate, comparing with that
the study by Kleine et al. (2019) contributed a great deal, between thriving and variables such as organizational justice and
theoretically, to recent literature, their study meta-analyzed only transformational leadership. We also encourage future research
two categories of antecedents of employee thriving: individual to design a very finely grained empirical study to verify the
characteristics and relational resources. In addition to individual different influences of culture on the relationship between
characteristics, we believe the effects of unit contextual features thriving at work and its different correlates.
on thriving were also important indicators for employees’ Practically, for organization managers, this study has critical
thriving at work, including those of hindrance/challenge stress, implications. Firstly, it is important that managers show a
autonomy, job crafting, etc. Therefore, our study diverts the concern toward the influence of unit contextual features on
attention of following researchers from individual characteristics employee thriving. Our results indicate that work practices
to a working environment when exploring the antecedents of and scheduled procedures, such as work autonomy, work
employees’ thriving at work. We also explore the relationships control, job crafting, and feedback, can facilitate employee
between the thriving of employees and the three types of thriving by prompting managers to redesign work scopes
agentic work behaviors in our meta-analysis as these behaviors for strengthening the employee direction, thereby increasing
are regarded as an important engine of thriving in the model employee learning and vitality. Additionally, cultivating an
of Spreitzer et al. (2005). atmosphere of respect and trust is important for thriving as our
Secondly, this research includes a greater number of indicators results show that trust, organizational justice, and supportive
in each category of antecedents of employee thriving in the model climate have significant impacts on employees. These antecedents
described by Kleine et al. (2019) and tries its best to depict a full are significant factors in cultivating a trusting and respectful
picture of the indicators, which may lead to employees’ thriving at climate, and can contribute to the active learning and vitality in
work. In terms of relational resources, Kleine et al. (2019) meta- the workplace of employees.
analyzed the relationships of employees’ thriving and 10 types Secondly, another managerial implication comes from
of relational resources: heedful relating, supportive colleague the importance of leadership. Our results show that negative
behavior, workplace civility, etc. This study adds a systemic leadership, such as abusive supervision, negatively influences
classification to these relational resources by incorporating the thriving. Further, various types of positive leadership, such as
model of Spreitzer et al. (2005), and assigning them to leadership, authentic leadership and servant leadership, significantly and
positive meaning, and work experience. Such classifications positively influence thriving. Managers should acknowledge that
ensure a better understanding for future researchers when they more employees self-actualize through the social development
attempt to interpret the corresponding resources that may of modern society, and, therefore, the role of supervisors
lead to employees’ thriving at work. Specifically, the relational will become more quiescent by providing support and
resources of leadership include abusive supervision, authentic authority to employees. Autocratic leadership, including
leadership, empowering leadership, LMX, servant leadership, abusive leadership, is not conducive to employee growth and
and transformational leadership, which supplement the study hinders organizational development.
of Kleine et al. (2019) with a more comprehensive analysis Finally, although there are studies that emphasize personality
of the effects of various types of leadership on thriving. traits as inherent and immutable throughout the growth of
Additionally, a meta-analysis of the influence of positive meaning an individual, our results show that, in fact, the personality
and knowledge resources (i.e., work experience) on thriving traits of self-efficacy, optimism, and conscientiousness positively
was performed, and the results demonstrate small-to-moderate influence thriving. Managers frequently use personality tests for
positive effects. prospective employees as positive personality traits engender
However, with regard to personality traits, this study thriving at work. Employees with positive personality traits
supplements the study of Kleine et al. (2019) of the antecedents actively learn and have increased vitality, leading to self-
of thriving, which included the individual characteristics of development at work.

LIMITATIONS AND FUTURE DIRECTIONS CONCLUSION

This study has some limitations. Firstly, most of the empirical Using the socially embedded model of thriving of Spreitzer
studies used in our analysis examined the antecedents et al. (2005) and the research of Kleine et al. (2019) as
of thriving at an individual level. However, fewer studies starting points, we systematically and comprehensively meta-
examined the high-level indicators on thriving such as analyze the relationship between antecedents and thriving at
group climate, inter-group communication, or intra-group work. Our findings suggest that there are correlations between
communication. Furthermore, there are a limited number of thriving at work and its antecedents, including unit contextual
studies on the influence of culture at an organizational or features, the resources produced at work, agentic work behaviors,
a national level. Therefore, we suggest that future research and personality traits. Furthermore, it is shown that cultural
pays attention to the effects of high-level indicators, such differences, such as individualism, play a moderate role in
as climate and culture, on employee thriving in multi- the influence of certain antecedents on thriving at work. This
level models. study adds substantially to our understanding of which and
Secondly, there are a limited number of studies, which how antecedent variables impact thriving at work. Moreover,
use the data from multiple sources or multiple waves. it makes several noteworthy contributions to the influence of
Therefore, it is not possible to analyze the moderating individualistic culture, which acts an addition to the effects of the
effects of the methodology such as the moderation of antecedents of thriving.
multiple raters (Zhang and Bednall, 2016). Therefore, a
lot of research on thriving set one employee as a single
rater. We encourage future research to employ multiple DATA AVAILABILITY STATEMENT
raters by using employee and colleague ratings to examine
the effects of antecedents on the collective thriving of The raw data supporting the conclusions of this article will be
employees as individuals and relative to others. Additionally, made available by the authors, without undue reservation.
the samples reported in most empirical studies are cross-
sectional, meaning that measurement and acquiescence bias
were unavoidable, thus these studies may be affected by AUTHOR CONTRIBUTIONS
a common method bias. Therefore, we encourage future
research to collect the data from multiple waves or have DL reviewed the literature, proposed the research model,
used experience sampling methods to test the dynamic and designed the study. YY conducted the literature search,
relationship between the different levels of antecedents and proceeded with the data extraction process, and involved in the
employee thriving. development of the manuscript. YW conducted the statistical
Finally, in this study, existing empirical studies failed analysis and revised the manuscript critically for important
to provide a full picture of the antecedents of thriving content. DL and SZ wrote the first draft of the manuscript. All
as we could not access sufficient effect sizes to meta- authors have approved the final manuscript to be published.
analyze certain antecedent–thriving relationships. For example,
we intended to meta-analyze the effects of all Big-Five
personality domains on thriving, but were unable to collect FUNDING
sufficient effect sizes for the variables of extroversion
and agreeableness. Therefore, to complete the research This work was supported by the Innovation Fund of Research
on the antecedents of thriving at work, we encourage Institute of International Economics and Management, Xihua
future research to explore further systematic indicators University (Grant No. 20210016), and the National Natural
of thriving. Science Foundation of China (Grant No. 72001186).
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SYSTEMATIC REVIEW

published: 05 August 2021

The Antecedents of Thriving at Work:

In this study, a systematic and comprehensive meta-analysis of the relationship between

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FIGURE 1 | Framework of the research.

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Empowering Leadership H II-5: Servant leadership is positively related to thriving

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Task Focus Self-Efficacy

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Antecedents Similar constructs Antecedents Similar constructs

Unit contextual features Positive meaning Positive meaning

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Category Percentages Antecedents k N Classic Kendall’s P

>50% 38.60% Challenge stress 6 2,580 669 −0.27 0.452

Turkey 1.56% Self-efficacy 9 3,606 1580 0.107 0.711

United States 7.81% Optimism 4 1,856 1109 0.17 0.734

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TABLE 5 | Meta-analysis of relationships between thriving at work and its antecedents.

Antecedents k N r SDr SDres ρ̄ SDrc SDp 95% CI 80% CR

Unit contextual features

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LIMITATIONS AND FUTURE DIRECTIONS CONCLUSION

REFERENCES An, J. (2015). The Mechanism Research of Authenticity Leadership

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