Flow at work and peak performance: a test of the self-determination model

Abstract

Purpose The self-determination model of flow states that employees can take personal initiative and self-regulate their behaviour at work. Likewise, career self-management suggests that it is expected that employees will be proactive in career decisions. The present study examines the effects of two specific self-determination strategies, namely (1) weekly self-leadership (goal setting, self-rewards and visualising successful performance) and (2) weekly strengths use (i.e. the use of various capabilities people are good at, such as creativity, empathy and gratitude) on flow and the subsequent in-role and extra-role performance.

Design/methodology/approach Data were collected among 97 employees who completed a survey once a week for three consecutive weeks (n = 291 occasions).

Findings Results of multilevel modelling revealed that weekly self-leadership and weekly strengths use were each uniquely positively related to flow. Moreover, both weekly self-leadership and strengths use had positive indirect relationships with weekly in-role performance and weekly extra-role performance, respectively, through flow, while controlling for previous levels of these outcomes.

Originality/value These findings offer support for the self-determination model of flow and show how self-determined behaviour, self-regulation and motivation can shape work experiences at a week-level. Furthermore, this proactivity and career self-management research shows how employees may be inherently self-regulatory to produce work outcomes aligned with the individual but also has long-term benefits in career growth and development.