72 Chapter 3 can share and discuss their ideas. In addition, individuals themselves may actively seek feedback and support for their ideas from colleagues or their managers (cf. De Stobbeleir et al., 2011; Tims & Bakker, 2010; Wrzesniewski & Dutton, 2001). Conclusion In a knowledge economy where competition is fierce, creativity is generally seen as an important facet of work performance. Which factors promote or hinder creative work performance has been a focus of many scientific studies over the years. However, while a predominant part of the working force consists of employees rather than managers or CEO’s, the creativity literature traditionally focuses on how managers may foster employee creativity. Our research suggests that people may take control and make themselves more creative in their work by proactively managing their own levels of vitality. The scientist who was struggling to write the introduction to her article may find comfort in the fact that she is no exception (Grant & Pollock, 2011). However, the current findings suggest that perhaps proactively engaging in vitality management may help individuals to reach their work-related goals.
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