Thriving employees, characterized by having a high sense of energy and learning at work, are needed for organizations to remain competitive in tight business environments. Prior empirical research on employee thriving mainly focused on a single antecedent of thriving and involved either job resources or job demands which may improve or hinder employee thriving, respectively. But this cannot illustrate a complex phenomenon at the workplace in which various job resources and job demands can be experienced simultaneously on a daily basis, leading to different emotional states. This Ph.D. thesis presents three empirical studies that contribute to knowing more about thriving in relation to several interconnected research areas in the Organizational Behavior (OB) literature: instrumental leadership, co-workers’ instrumental behavior, leader support, workplace incivility, perceived organizational support, self-efficacy, and positive/negative affect. Those studies investigated how various job resources and demands may influence follower thriving and, in turn, high follower job performance. Hypotheses were developed by combining prominent insights from OB theories, namely: Job demands-resources theory, broaden-and-build theory, self-determination theory, and social learning theory. A three-wave, time-lagged survey research design was administered to investigate the impact of job demands and job resources over time and overcome common method bias. Respondents were employees recruited from five organizations as well as those recruited by snowball sampling. As many as 463 respondents continuously participated, i.e., three times, resulting in a large dataset. They were then randomized into two subsets, consisting of 231 and 232 respondents. The studies in this thesis revealed that in the presence of occasional or inevitable workplace incivility (of one’s leaders and co-workers), various forms of support from the same leader and co-workers may alleviate the negative impact of incivility. Then, employee thriving and performance can be sustained. Furthermore, thriving could be improved by personal resources and organizational resources available for employees. Future studies may examine the effect of various combined leadership styles on improving follower thriving since one style may not fit every organizational situation. In addition, future scholars may investigate various resources, including other sets of OB-type antecedents that may satisfy employee’s basic psychological needs so that employee thriving can be improved.