Vitality, growth and learning are considered the main components that describe thriving at work best (Spreitzer, Porath, & Gibson, 2012; Spreitzer & Porath, 2014). Individuals thrive at work when they seek and acquire new knowledge at work contributed with their passion, energy and excitement about what they do. There are four strategies that individuals can use to facilitate thriving at work. They include seeking for innovation opportunities, creating more meaning to own work, managing individual energy as to a healthier living, and creating associations that enhance one's own energy.
Elements that support employees to thrive at their work include both individual effort and the enabling environment provided by the organization (Spreitzer et al., 2012). An individual would need to have high emotional intelligence and work on the five main components social skills, empathy, motivation, self-regulation, and self-awareness to support its development. Likewise, an organization provides an enabling environment by offering discretion in decision making, transparency in strategy, providing timely feedback and incorporating diversity.
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Similarly, leaders ought to care whether their employees are thriving because it directly feeds into the general organization performance (Spreitzer & Porath, 2014). For employees to feel motivated about their work, they need to feel they are valued and provide a significant contribution to the organization’s general performance. Therefore, the organization and leaders should empower their employees to thrive because it ultimately contributes to how the organization performs.
As an individual, I can devise strategies that depict self-awareness by being realistic, being confident in my knowledge and skills as well as being self-deprecating to allow myself to learn from my mistakes (HBR, 2016). Additionally, upholding integrity and being thoughtful can allow others to learn from conduct and they can embrace the same values. Developing social skills and empathy is also instrumental in creating meaningful relationships within the organization by appreciating both our similarities and diversity as it adds more value to thriving at work for all of us.
References
Harvard Business Review, HBR Video. (2016). What makes a leader? [Video]. Retrieved from https://hbr.org/video/5236216251001/what-makes-a-leader
Spreitzer, G. M., & Porath, C. (2014). Enable Thriving at Work. In Dutton, J. E., Spreitzer, G. M., & Achor, S (Eds.). How to be a positive leader: Small actions, big impact. San Francisco, CA: Berrett-Koehler Publishers.
Spreitzer, G., Porath, C. L., & Gibson, C. B. (2012). Toward human sustainability: How to enable more thriving at work. Organizational Dynamics , 41 (2), 155-162.
