Work engagement, defined as a positive, fulfilling state of mind at work, comprises three core components: dedication, vigor, and absorption (Schaufeli et al., 2002). Dedication involves significance, enthusiasm, and pride in one’s work. Vigor entails high energy, mental resilience, and the willingness to invest effort. Absorption is characterized by being fully concentrated and engrossed in work, making detachment difficult. The extent of work engagement of Chief Administrative Officers (CAOs) is crucial for both personal performance and organizational efficiency in Nepal's local governments. This research explores the generational divide between CAOs and elected officials and its impact on CAOs' engagement levels, identifying strategies to improve their engagement. A qualitative case study approach was employed, involving 13 CAOs from various local governments. Based on Schaufeli et al.'s (2002) framework, the assessment included in-depth interviews and virtual discussions, which were transcribed, and content analyzed to obtain insights and themes and generate meaning. The study revealed that the generational gap negatively affects CAOs' vigor and absorption but has little effect on their dedication. CAOs exhibit moderate engagement with higher dedication but lower vigor and absorption. Additionally, CAOs noted that chairpersons prioritize immediate results and often make decisions using a populist approach that disregards regulatory and legal frameworks. To counteract these challenges, CAOs adopt various strategies including ethical behavior, participative decision-making, a flexible culture, people-oriented leadership, setting work priorities, clear communication, and fostering team spirit. These measures aim to enhance CAO’s work engagement levels despite the generational gap.