82 Chapter 4 (Bakker, Demerouti, & Sanz-Vergel, 2014). Previous research has indeed suggested that energetic, affective, and cognitive resources are important for work engagement. For example, quantitative diary studies have shown that positive affect and energy in the morning facilitate work engagement during the workday (e.g., Sonnentag, Dormann, & Demerouti, 2010; Ten Brummelhuis & Bakker, 2012a). In addition, recent research has shown that daily inspiration and optimism are important drivers of daily work engagement (Breevaart et al., 2014; Tims, Bakker & Xanthopoulou, 2011). We propose that individuals may proactively manage these volatile resources with the intention to change their work engagement. Hence, Hypothesis 1. Proactive vitality management is positively related to work engagement. Work engagement is positively related to creativity, because engaged employees are flexible in their thinking and invest considerable effort in their work (e.g., Bakker & Xanthopoulou, 2013; Eldor & Harpaz, 2016; Koch, Binnewies, & Dormann, 2015). When employees are highly engaged in their work, they are open to new ideas on how to optimize and change their work processes. Work engagement provides employees with intrinsic task motivation that is a necessary component for reaching creative solutions (Amabile, 1997). That is, those who are engaged will be motivated to use their skills and expertise that are needed to perform creatively (Bakker & Xanthopoulou, 2013). Furthermore, the positive experience of work that is part of feeling engaged can also be linked to the propositions of broaden-and-build theory (Fredrickson, 2001), which states that positive affect allows individuals to widen their thoughts and actions making them more likely to think outside of the box and explore alternatives when they find their work enjoying and interesting. In their study among employees working in industry, trading, business services, and health care, Demerouti, Bakker, and Gevers (2015) showed that employees who regularly optimize their work environment by seeking job resources (i.e. job crafting) show better creative performance because they are more engaged in their work. We expand this literature by arguing that proactive vitality management can foster creativity, because it increases employee work engagement. Given the above reasoning that proactive vitality management is likely to be related to work engagement because of the mobilized energy, positive affect, and inspiration, we expect that work engagement acts as the
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