1 Business Administration Department, Gulf University for Science and Technology, Mubarak Al-Abdullah, Kuwait.
2 Department of Management, Ithaca College School of Business, Ithaca, New York, United States of America.
3 Department of Management, John Molson School of Business, Concordia University, Montreal, Canada.

This paper explains the contradictory findings on the relationship between stress and work engagement by including appraisals as a driving mechanism through which job stressors influence engagement. In doing so, it explores whether stressors categorised as either challenging or hindering can be appraised simultaneously as both. Second, it investigates whether stress mindset explains not only how stressors are appraised, but also how appraisals influence engagement. Over five workdays, 487 Canadian and American full-time employees indicated their stress mindset and appraised numerous challenging and hindering stressors, after which they self-reported their engagement at work. Results showed that employees rarely appraised stress as uniquely challenging or hindering. Moreover, when employees harbored positive views about stress, stressors overall were evaluated as less hindering and hindrance stressors were particularly more challenging. Stress mindset appears to be critical in modulating the genesis of stress appraisals. In turn, appraisals explained the stressor-engagement relationship, with challenge and hindrance stressors boosting and hampering engagement, respectively. Finally, positive stress mindset buffered the negative effect of hindrance appraisals on engagement. Our findings clarify misconceptions about how workplace stressors impact engagement and offer novel evidence that stress mindset is a key factor in stress at work.