This thesis investigates the influence of personal and contextual factors in predicting thriving at work. Thriving is a subjective psychological state which encapsulates striving towards the best one can be, rather than remaining stagnant in one’s job role. The main construct examined is Spreitzer et al.’s (2005) Socially Embedded Model of Thriving (SEMT) which, in the main, is a positive mechanism for achieving adaptivity at work, personal growth and positive wellbeing. Personal and contextual factors studied are those that have been given little attention in the literature, and that could potentially address current challenges in contemporary work. In today’s dynamic and unpredictable work environment, organisations need to retain an adaptive, skilled workforce and employees need to maintain up-to-date knowledge and skills to maintain employment. Research was driven by findings from interviews with women in banking during a global pandemic who emphasised the importance of having autonomy at work and of the role of organisations in enabling control over working locations and schedules. Research then examined the role of job crafting, Executive Function and self-efficacy (personal resources) on thriving, and supervisor listening (contextual factor) on thriving. The SEMT proposes that the combination of personal and contextual factors are more likely to lead to thriving. Therefore, this potential dual influence is explored by investigating the moderating effect of supervisor listening on the association between job crafting and thriving and on occupational self-efficacy and thriving. In the thriving literature, there is also a lack of intervention studies, but these are important for organisations to understand how they can influence positive work outcomes. To address this gap, a longitudinal experimental study examines whether a self-efficacy focussed training intervention has an influence on thriving and self-efficacy. Self-report, qualitative, longitudinal and mixed methods are used in the above studies, using participant samples from real work settings. Results draw attention to the influence of personal resources in increasing positive work outcomes; they introduce supervisor listening as a specific leadership behaviour that influences thriving; they show the negative impact of deficits in Executive Function on thriving and, finally, demonstrate the importance of designing appropriate interventions to positively influence employee behaviour and wellbeing at work.