Awe experience requires employees to perceive vast stimuli and mentally accommodate (Keltner & Haidt, 2003). Positively valenced awe experiences (i.e., positive awe) are characterized by feelings of pleasantness (e.g., hearing an inspiring story from a leader). In contrast, negatively valenced awe experiences (i.e., threat awe) are characterized by feelings of fear (e.g., hearing a distressing story from a leader; Keltner & Haidt, 2003). Previous research has delineated that talking with people with whom we have close relationships (e.g., between coworkers who are friends) can catalyze a positive awe experience (Graziosi & Yaden, 2021). In contrast, talking with people with whom we have more oppressive relationships (e.g., between employee and coercive leader) may trigger a threatening awe experience (Keltner & Haidt, 2003). This suggests that individuals' interpersonal interactions may influence their experience of awe in the workplace. This paper develops and tests a model of awe that considers both the work and non-work environments. Grounded in Broaden and Build Theory (Fredrickson, 2004), the proposed model examines how the experience of positive awe broadens our cognitive capacity, leading us to build personal resources, while threat awe restricts and limits cognitive processes and outcomes. This work allows us to better understand the link between awe and creativity, the generation of novel ideas and/or products (Hennessey & Amabile, 2010), and prosocial behavior, voluntary action that benefits someone else or the greater society (Penner et al., 2005).