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This paper aims to examine the relationship between empowering leadership and the holistic well-being construct, i.e. flourishing-at-work.

On the basis of an extensive review of literature and using conservation of resource (COR) theory and self-determination theory (SDT), this study proposes a conceptual framework with employee work passion (EWP) as a link connecting empowering leadership and flourishing-at-work.

Empowering leadership has the ability to enhance EWP and thereby increase the overall well-being of employees (flourishing). Moreover, the study demonstrates that EWP serves as a potential mechanism connecting empowering leadership and flourishing-at-work.

Being a conceptual paper, the proposed framework lacks empirical validation.

Organizations should focus on leaders with empowering behaviours and strive towards increasing EWP.

To the best of the authors’ knowledge, this is the first study to propose the role of EWP as a possible conceptual link between empowering leadership and employee flourishing-at-work. This paper emphasizes the importance of flourishing-at-work in the current climate of rising mental tensions among employees, which leads to adverse organizational outcomes.

The present study investigates the relationship between high-performance work systems (HPWS) and employee flourishing-at-work (FAW) through psychological capital (PsyCap) and employee work passion (EWP).

A three-path serial mediation model was constructed to explore the proposed relationships. The hypotheses were empirically tested using SPSS 25 and AMOS 21.0. The study was conducted in India and included a total of 357 hotel employees as participants.

The study revealed that PsyCap and EWP were significant independent mediators between HPWS and FAW. Moreover, PsyCap and EWP were identified as serial mediators in the relationship between HPWS and FAW. Additionally, a direct relationship between HPWS and FAW was also found.

Implementing HPWS in hospitality organizations can foster PsyCap of the employees and foster EWP among their workforce. This approach not only increases the organization's competitive advantage but also enhances employees' holistic well-being, i.e. FAW.

This study marks a pioneering effort to establish a distinct relationship between HPWS and FAW. Moreover, the study introduces an innovative approach by employing EWP to delve into the influence of both HPWS and PsyCap on FAW.

The primary goal of this study is to determine the predictors of on-demand ridesharing intention in an emerging economy. For this purpose, the study uses the theoretical underpinnings of the theory of planned behavior (TPB).

The study surveyed 347 frequent users of ridesharing services using a set of pre-validated scales. The resulting data were analyzed using covariance-based structural equation modeling (CB-SEM).

The results of SEM analysis disclosed that the significant factors contributing to ridesharing intention are awareness of environmental consequences, subjective norm, perceived behavioral control and attitude (towards ridesharing).

This empirical research provides statistically robust insights for developing marketing strategies that attract more individuals toward ridesharing services.

This research has remarkable significance as it is one of the pioneering studies that critically examine the determinants of ridesharing intention from a South Asian emerging economy. Further, the extended TPB framework proposed in this study explains 71.4% variance in ridesharing intention, which is significantly higher than existing studies, with none of them explaining more than 70% variance.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.