Ruminative thoughts induced by the COVID-19 pandemic have an adverse impact on individual well-being. However, little is known about how to alleviate such a negative effect – let alone how a person can flourish during crises. The current study uses the self-determination model of flow to propose that two proactive behaviors, strength use and playful design, are positively related to the flow experience, which, in turn, is positively related to daily flourishing. Moreover, we propose that the effects of proactive behaviors on flow are stronger when individuals ruminate more about COVID-19 pandemic. Using a day reconstruction method, we collected data from university students across five consecutive days (N-person = 135, N-day = 665, N-activity = 2985). Multilevel results showed that strengths use and playful design were positively related to flow experience. In turn, flow experience was positively related to daily flourishing. Moreover, we found that COVID-19 rumination moderated the associations between proactive behaviors and flow, such that strengths use and playful design were more effective to foster flow when individuals had a higher (vs. lower) level of rumination. The results imply that in order to function well and flourish during a crisis, individuals could make use of their strengths or playfully design the activities in their daily lives. In a broader sense, we provide concrete behavioral strategies to cope with the downsides of negative events.

Flow is an optimal state that contributes positively to individual well-being and performance. Despite growing evidence of its antecedents and outcomes at work, few efforts have been made to systematically examine and synthesize the extant findings to advance the theoretical and empirical development of flow. Combining different perspectives (e.g., job demands and resources theory, proactivity and leadership literatures), we aim to identify the key antecedents and outcomes relevant to work-related flow, and (a) provide a nomological network and (b) spot areas for future research on flow. We conducted a meta-analysis to synthesize findings (N = 60,110, k = 113). Results showed that several factors, including job characteristics, individual characteristics, individual behaviors, and leadership characteristics were significantly related to flow. Individual behavior displayed the strongest association with flow (ρ = 0.55). In addition, flow was not only related to job outcomes but also to personal outcomes. We also investigated the relative contribution of sub-dimensions of flow to well-being and performance. The relationships between flow and its associates hold across different measures of flow and culture. Our findings suggest that employees can use more proactive strategies to foster flow rather than only respond to their environment. Despite the short-run side effects of flow (e.g., risk-taking behavior), flow is worth pursuing in the long run as it benefits both work and personal well-being. We encourage future flow studies to investigate additional social and situational factors and various types of proactive behaviors in a multilevel process.

In times of uncertainty, such as during COVID-19, many organizations experience profit decline, and employees develop a fear of external threats, such as organizational layoffs. However, most of the literature focuses on how people’s fear influences their well-being. Less is known about how employees’ fear of external threats influences their workplace behaviors. The current study proposes that supervisors’ fear of external threats stimulates those who are high in trait anger to behave in a more abusive way. Simultaneously, subordinates’ fear of external threats would strengthen the positive relationship between abusive supervision and their burnout and compulsory citizenship behaviors (CCB), as fear of external threats constrains their response options to abusive supervision. We tested the hypotheses with a multiwave and multisource survey study (N = 322 dyads) in China, and the results showed that supervisors’ fear of external threats strengthened the positive effect of trait anger on abusive supervision. Subordinates’ fear of external threats strengthens the positive relationships of abusive supervision with CCB and the mediating effect of abusive supervision in the relationship of supervisors’ trait anger with subordinates’ CCB. Our study enriches people’s understanding of how supervisors’ and subordinates’ fear of external threats may play roles in workplace behaviors.