we developed and tested a hypothesised model proposing that transformational leaders affect job satisfaction and intention to quit through a new process, one that is based on meaning in work and work engagement. The current study goes further by testing the mediating role of meaning in work between transformational leadership and work engagement. The sample consists of 530 full-time employees who worked under direct managers in various industry sectors in Australia. Application of the Structural Equation Model lends support to five hypotheses of the study. Compared with other rival models and consistent with our expectations, the hypothesized model was found to have the best fit with the data. Implications and recommendations for future research are discussed.