132 Chapter 5 seems highly suitable to measure within-person fluctuations in mindfulness. In the future, though, scholars may want to draw comparisons by using different measures of mindfulness and by examining the influence of other cognitive or psychological states on creative performance as well. Finally, our daily diary design allowed us to take a close look at and examine withinperson fluctuations in proactive vitality management, mindfulness, and creativity. However, one may argue that these phenomena may also fluctuate within the day. Future studies could therefore zoom in on this process even further by adopting an experience sampling method (i.e., measuring variables multiple times within a day; Beal, 2015). Practical Implications Our findings suggest that not only individuals working in the creative industry but also employees from a wide range of professions and industries may take control over their own levels of vitality to promote their creativity. To stimulate this process, individuals may aim to develop self-awareness and insight regarding when and how to effectively manage their own levels of physical and mental energy for work (cf. Op den Kamp et al., 2020). For example, it could be beneficial to think about situations in which physical and mental energy is particularly scarce and/or valuable and to try out strategies that may help to manage vitality effectively. In addition, organizations may play a facilitative and empowering role to encourage their employees to engage in proactive vitality management. Such a proactive ‘growth’ mindset may be promoted by, for example, emphasizing, praising, and rewarding effort (as opposed to results) and by allowing employees to set their own challenging yet attainable (creative) goals. In addition, organizations may provide their employees with opportunities to purposefully manage their vitality for work, corresponding to their own personal needs and preferences (cf. Trougakos & Hideg, 2009). Examples of such strategies may include going for a walk to clear their mind or to seek inspiration (Oppezzo & Schwartz, 2014), incorporating ‘quiet hours’ in a workday to be able to focus (König et al., 2013), or listening to their favorite music while working to promote an energized and driven mindset (Lesiuk, 2005). As such, organizations may aim to complement valuable top-down approaches to promote creativity with the opportunity for a ‘bottom-up’ approach in which individuals take control themselves in creating healthy circumstances for creativity to arise.
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