Grounding our research in social exchange theory and the conservation of resources perspective, we hypothesized a model that examines the effects of servant leadership (SL) on employees' workplace thriving via agentic work behaviors. To clarify the effects, employee core self-evaluations (CSEs) were investigated to determine boundary conditions on the relationship between SL and thriving. Data were collected at three points in time from 260 professionals across diverse functional backgrounds and industries. The analysis results confirmed an indirect effect from SL to workplace thriving via agentic work behaviors. Importantly, the moderation results demonstrated that the relationship between SL and workplace thriving is stronger when individuals have high CSEs. Implications for theory and practice are discussed.
