The consequences of engagement: The good, the bad, and the ugly

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Engaging leader – Engaged employees? A cross-lagged study on employee engagement (2019, background): “being engaged) may be better equipped (cognitively and emotionally) and more strongly motivated to successfully undertake efforts in crafting job resources (Beer, Rothman, & Mostert, 2016; Halbesleben, 2011).”
Transformational leadership and work engagement: The mediating effect of meaning in work (2013, background): “Arguably, studies have recently contended the appearance of employee engagement at work through clear and sufficient theories such as the job-demand resource model (Schaufeli and Bakker, 2004), the self-determination theory (Meyer and Gagne, 2008) and the conservation of resources theory (Halbeslebe”
Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2011, background): “An additional consideration is the probability of impaired work–life balance for engaged workers (Halbesleben 2011).”
Perceived Organizational Support, Motivation, and Engagement Among Police Officers (2013, background): “Yet, it should also be recalled that work engagement is positively related to positive emotions, innovation and creativity, physical and mental health, and performance (for reviews, see Bakker, 2011; Halbesleben, 2011).”