<p>This person-centered investigation sought to identify the nature of employees’ profiles of boosting behaviors (i.e., energizing, mood-enhancing, and uniting behaviors seeking to support the functioning of their team). We also examined the stability of these profiles over time, and of their associations with a series of predictors (i.e., availability expectations, social challenge stressors, telepressure, and harassment) and outcomes (i.e., affective commitment to the organization and to coworkers, and organizational citizenship behaviors directed towards individuals). We identified five distinct profiles among a sample of 415 employees who completed the same set of measures twice across a time interval of three months: Very Low Boosting Behaviors, High Boosting Behaviors, Low Boosting Behaviors, Very High Boosting Behaviors, and Average Boosting Behaviors. These profiles were moderately to highly stable over time. Social challenge stressors and telepressure were associated with a lower likelihood of membership into the Very Low Boosting Behaviors profile. All outcomes also differed across profiles, with the most adaptive outcomes being associated with the Very High Boosting Behaviors profile and the most maladaptive outcomes being associated with the Very Low Boosting Behaviors profile.</p>