Work intrusions have been extensively studied for their negative effects on work outcomes due to their disruptive nature. However, prior research has largely neglected the role of the intruder, leaving the distinct impacts of work intrusions initiated by different sources (e.g., supervisors vs. coworkers) underexplored. To address this gap, we draw on self-concept-based theory, which highlights the trickle-down motivational effects of leader behavior, and develop a within-person model linking leader-initiated work intrusions to subordinates’ work engagement. Specifically, we assume that leader in-role intrusions activate subordinates’ organization-based self-esteem, while non-role intrusions enhance relational identification with leader, both of which further drive subordinates work engagement. Results from a 10-day experience sampling study support our theoretical model. Notably, these effects disappeared when leader intrusions are replaced by coworker intrusions. Our findings advance the understanding of work intrusions from a role-based perspective.
