Psychological capital, self-leadership, and mindfulness are assumed to be theoretically linked with important implications for work engagement. This article presents a conceptual model by combining together, for the first time, psychological capital, self-leadership, mindfulness, and work engagement. The sample comprised 407 employees from a variety of organisations. The results showed that psychological capital has a positive influence on work engagement, that self-leadership is a stronger determinant of psychological capital than mindfulness, and that psychological capital fully mediates the influence of self-leadership on the dedication component of work engagement and partially mediates the self-leadership–vigour relationship and the influence of mindfulness on vigour and dedication – both components of work engagement. Overall, the data suggested the importance of developing employees’ personal resources in order to enhance work engagement.
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