Abstract: As a doctoral research project, this case follows the development of research activities from initial ideas to successful completion. The focus was work engagement and meaningfulness, which evolved from a gap in literature. An exploratory approach was employed, and an iterative design ensured a responsive flexibility as the research progressed. A relativist, interpretivist, phenomenological paradigm was underpinned by Personal Construct Theory, and various established, and alternative, techniques produced qualitative data. Findings suggest that contrary to established literature, engagement and disengagement are not two ends of a single construct continuum but are different constructs, which provide new insights for leadership and management practice.