Abstract
This study examines the relationships among task complexity, emotional labor, cognitive work engagement, and top management support in the construction industry. Drawing on the Job Demands–Resources (JD–R) framework, the study investigates whether emotional labor mediates the relationship between task complexity and cognitive work engagement and whether top management support moderates these relationships. Data were collected through a survey of 264 laborers and supervisors employed in public and private construction organizations in Islamabad and Rawalpindi, Pakistan. The findings indicate that task complexity significantly increases emotional labor and cognitive work engagement. Emotional labor negatively affects cognitive work engagement and partially mediates the relationship between task complexity and engagement. Furthermore, top management support significantly moderates the relationship between task complexity and emotional labor, reducing the adverse effects of complex work demands and enhancing employee engagement. The findings highlight the importance of supportive leadership in helping employees manage emotional demands and remain cognitively engaged in challenging work environments. This study extends the JD–R framework by demonstrating the combined roles of emotional labor and top management support in shaping employee engagement within project-based organizations.