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Vallerie Meijer
P. Tommy Y.S. Suyasa


This research aims to investigate the roles of cognitive and emotional demands on work engagement, with transformational leadership as the moderator. Work engagement is a positive work condition that promotes well-being and is characterized by dedication, vigor, and absorption. Cognitive demand refers to work conditions that require individuals to focus their thoughts on their tasks, while emotional demand involves the requirement to display (or anticipate) specific emotions during social interactions at work. Transformational leadership encompasses leader behaviors that inspire, provide guidance, motivate, and encourage followers to achieve maximum results. The study involved 258 participants who were employees in service companies. The research design used in this study was non-experimental quantitative research. Three measurement instruments were employed: (1) the Utrecht Work Engagement Scale (UWES), (2) the Job Demand-Resource Questionnaire, and (3) the Transformational Leadership Inventory. The results of this research indicate that employees who perceive their leaders as having high levels of transformational behavior experience an increase in work engagement when faced with cognitive demands. For employees who perceive their leaders as having low levels of transformational behavior, cognitive demands still lead to increased work engagement. However, the level of transformational leadership, whether high or low, does not play a role in increasing or decreasing the impact of emotional demands on work engagement.

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