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Drawing upon social exchange and social identity theories, this study proposes a model to explain how resources produced from salient social exchanges at work influence employee thriving. To advance the literature and provide a more nuanced understanding of the relationship between social exchange resources and thriving at work, we examined resources produced from exchanges with two salient groups: supervisors and coworkers. We propose that leader–member exchange (LMX) and coworker helping and support relate to employee thriving at work through organizational identification and coworker relational identification, respectively. We also suggest that LMX and coworker helping and support moderate the influence of thriving on three facets of employee performance: task performance, organizational citizenship behavior, and workplace deviance. Our work extends existing theory on relational resources and thriving at work by showing the mechanisms through which LMX and coworker helping and support relate to thriving, and how they enhance or inhibit the relationships between thriving and work-related outcomes.

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Does a chief executive officer’s (CEO’s) ability to manage and motivate their direct reports impact firm financial performance? Good or bad, CEO leadership research is increasingly romanticized, leading to investigations of CEO traits as visionary and transformational behaviors at the expense of understanding whether the mundane, everyday management of a top management team (TMT) is important for firm performance. In this paper, we developed and tested a model linking CEO performance management behaviors and firm performance through two mediating mechanisms. We hypothesized and found a positive relationship between CEO performance management behaviors and TMT flourishing. TMT flourishing related to TMT overall job attitudes and subsequently firm performance. Additionally, performance management behaviors were related to TMT overall job attitudes via TMT flourishing and performance management behaviors related to firm performance via TMT flourishing and job attitudes. Our analyses were based on a unique sample of 105 CEOs and 519 TMT members (60% response rate for CEOs and 90% response rate for TMT members). These findings provide important research directions for CEO research, performance management, upper echelons, and positive psychology research, highlighting the importance of CEO managerially oriented behaviors to create more optimally functioning environments for the TMT and organization.