<p>The current study examines how daily fluctuations in attentional control, a core aspect of attention deficit hyperactivity disorder (ADHD), influence work engagement and daily enacted proactive behaviour. Drawing on the job demands-resources (JD-R) model, we conceptualise attentional control as a dynamic neurocognitive personal resource, examining its day-level variability in relation to engagement. In addition, we propose that daily enacted proactive behaviours (i.e., job crafting and playful work design) moderate this relationship. Using an experience sampling methodology, we collected data from 191 employees with ADHD over eight workdays, yielding 1281 observations. Results indicated that higher daily ADHD symptoms predicted lower work engagement at both within- and between-person levels. However, this negative effect was attenuated on days when employees enacted proactive strategies that increased challenging demands, enhanced structural resources, or incorporated elements of fun into tasks. Conversely, strategies focused on reducing hindering demands exacerbated the negative effect, whereas increasing social resources or designing competition did not provide protective benefits. These findings underscore the importance of integrating neurodiverse perspectives into organisational research and practice, providing actionable insights to support employees with ADHD in leveraging their strengths and effectively managing workplace challenges.</p>