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Purpose <p>Employee thriving, conceptualized as the joint experience of learning and vitality, has become an important organizational outcome associated with personal resources, proactive behaviors, and leadership. Although research has increasingly recognized positive family-to-work spillover, less attention has been paid to the specific behavioral process through which family-derived positive affect is associated with employee thriving, particularly in collectivist settings where family relationships play a central role.</p> Design/methodology/approach <p> This study employed a quantitative cross-sectional design to examine the relationship between family–work affect and employee thriving, with exploration as a mediating mechanism and ambidextrous leadership as a moderating condition. Survey data were collected from 510 employees working in Indonesian service and manufacturing organizations and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS.</p> Findings <p>Family–work affect was positively associated with both exploration and employee thriving. Exploration mediated the relationship between family–work affect and thriving. Ambidextrous leadership was positively associated with exploration and thriving and strengthened the relationship between family–work affect and thriving. However, its moderating effect on the relationship between family–work affect and exploration was not supported.</p> Originality/value <p>This study extends the literature by demonstrating that exploration functions as an important behavioral pathway through which family-derived positive affect is associated with employee thriving. It also broadens the application of ambidextrous leadership by highlighting its relevance for employee well-being rather than performance alone and provides evidence from an Indonesian collectivist context, where research on thriving remains relatively limited.</p> Practical implications <p>The findings offer cautious guidance for organizations: family-supportive practices, realistic opportunities for exploration, and ambidextrous leadership development may support employee thriving, but these recommendations should be interpreted in light of the modest explanatory power and very small indirect-effect sizes.</p> Sustainability implications <p>The findings do not directly measure sustainable workplace behavior or SDG indicators. They are more appropriately interpreted as indirect evidence that learning, vitality, and supportive leadership may be consistent with the decent-work orientation of SDG 8, rather than as direct evidence of sustainability outcomes.</p>

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Family-work affect and exploration in predicting employee thriving with ambidextrous leadership as a boundary condition

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年7月20日

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  • Achmad Sudiro,
  • Agung Nugroho Adi,
  • Noora Fithriana,
  • Mochamad Soelton,
  • Mirza Dwinanda Ilmawan

摘要

Purpose

Employee thriving, conceptualized as the joint experience of learning and vitality, has become an important organizational outcome associated with personal resources, proactive behaviors, and leadership. Although research has increasingly recognized positive family-to-work spillover, less attention has been paid to the specific behavioral process through which family-derived positive affect is associated with employee thriving, particularly in collectivist settings where family relationships play a central role.

Design/methodology/approach

This study employed a quantitative cross-sectional design to examine the relationship between family–work affect and employee thriving, with exploration as a mediating mechanism and ambidextrous leadership as a moderating condition. Survey data were collected from 510 employees working in Indonesian service and manufacturing organizations and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS.

Findings

Family–work affect was positively associated with both exploration and employee thriving. Exploration mediated the relationship between family–work affect and thriving. Ambidextrous leadership was positively associated with exploration and thriving and strengthened the relationship between family–work affect and thriving. However, its moderating effect on the relationship between family–work affect and exploration was not supported.

Originality/value

This study extends the literature by demonstrating that exploration functions as an important behavioral pathway through which family-derived positive affect is associated with employee thriving. It also broadens the application of ambidextrous leadership by highlighting its relevance for employee well-being rather than performance alone and provides evidence from an Indonesian collectivist context, where research on thriving remains relatively limited.

Practical implications

The findings offer cautious guidance for organizations: family-supportive practices, realistic opportunities for exploration, and ambidextrous leadership development may support employee thriving, but these recommendations should be interpreted in light of the modest explanatory power and very small indirect-effect sizes.

Sustainability implications

The findings do not directly measure sustainable workplace behavior or SDG indicators. They are more appropriately interpreted as indirect evidence that learning, vitality, and supportive leadership may be consistent with the decent-work orientation of SDG 8, rather than as direct evidence of sustainability outcomes.