Meaningful work has become central to research on leadership, organizational behavior, and human flourishing. As individuals seek greater purpose and alignment in their professional lives and as organizations face complex demands for sustainability and ethical accountability, meaningful work emerges as a personal aspiration and leadership imperative. This entry explores how meaningful work has been defined, experienced, and theorized across psychological, organizational, and sociocultural domains. Drawing on multidisciplinary perspectives, it examines key drivers of meaningfulness (identity, values, relationships, and purpose) and its impacts on well-being, motivation, and organizational outcomes. It also addresses tensions and paradoxes, including overcommitment, structural inequality, and the commodification of meaning. Emphasizing the relational and co-created nature of meaning, it explores the role of leadership, culture, and systemic context in enabling or constraining meaningful work. Ultimately, meaningful work is presented not as a static attribute but as a dynamic, multifaceted experience shaped by individual agency, institutional practices, and broader social narratives.