Abstract: As a deep cognitive factor affecting employee creativity, mindset has attracted extensive attention in the field of creativity. However, previous studies mainly focus on the effect of employee mindset, while the influence of leader-member mindset congruence remain poorly understood. Based on the multi-dimensional perspectives of person-supervisor fit theory and implicit theory, the current study examines the influence of leader-member mindset congruence on R&D employee creativity and its process mechanisms. The data of 308 R&D employees are tested using polynomial regression and response surface analysis. The results show that: (1) the more congruence the leader-member mindset is, the higher the level of R&D employee creativity would be. Under the congruence situations, compared with the “low-low” combination the “high-high” combination has a stronger positive effect on R&D employee creativity. Under the incongruence situations, compared with the “high-low” combination the “low-high” combination has a stronger positive effect on R&D employee creativity; (2) Employee thriving at work play a mediation role between leader-member mindset congruence and R&D employee creativity; (3) Calling orientation moderates the relationship between leader-member mindset congruence and employee creativity. Compared with the low calling orientation, the positive effect above is stronger when the level of calling orientation is high. Finally, the theoretical and practical implications are discussed.