The Leader's Role in Employee Engagement
by Sean Haley
Organizations spend billions on engagement surveys, recognition programs, and other "people initiatives," yet employee engagement scores across industries remain largely unchanged. In some cases, organizations stop measuring engagement altogether, attributing low scores to generational differences or shifting workplace expectations. Others simply focus their attention on what appear to be more objective goals and operational tasks.
But this approach carries a significant cost. Numerous Gallup studies have shown that engaged employees consistently take more initiative, remain with organizations longer, and deliver better outcomes, leading to a 23 percent increase in profitability and an 18 percent increase in sales productivity.
Improving engagement begins with understanding what engagement truly is and how it is cultivated within an organization. Engagement is not an HR function, an annual survey, or a program to be reviewed periodically and then filed away. Engagement is fundamentally a leadership responsibility.
Put simply, engagement requires two things: empathy and effort.
Most managers possess a degree of empathy for their teams, but many are unsure how to focus their efforts in ways that actually drive performance and commitment. Engagement is not created through slogans or initiatives; it grows when leaders consistently demonstrate that they understand their people and care about their success.
Effective leaders recognize that engagement begins with self-awareness. They understand their own tendencies, communication styles, expectations, and limitations. More importantly, they communicate those things openly and consistently. When leaders are transparent about how they operate and what they expect, they build trust. That trust establishes clear standards and creates the foundation for accountability and consistency, essential elements of an engaged team. Without that foundation, employees quickly begin to disengage and withdraw their investment in the organization.
Once leaders develop a deeper understanding of themselves, the next step is learning to truly understand their teams. This requires more than surface-level communication. It requires effort. Leaders must take the time to understand what motivates individuals, how they process information, and what drives them to invest in the work they do.
One of the most common leadership challenges is assuming that others think and communicate the same way we do. In reality, every individual interprets information differently and values different forms of recognition, communication, and feedback. When leaders speak only in their own "language," they unintentionally create distance. When they learn to communicate in ways that resonate with their people, they strengthen trust, transparency, and alignment.
Over time, that trust builds emotional commitment. This kind of commitment drives individuals to support one another and invest in the organization's mission.
Ultimately, engagement is not something leaders delegate or measure once a year. It is something they practice every day through self-awareness, communication, and genuine care for the people they lead. When leaders make the effort to understand both themselves and their teams, they begin to create an environment where people feel valued, connected to the mission, and motivated to contribute.
Over the years, we have seen that two powerful tools consistently help leaders begin that process: the Energize2Lead™ Profile and the development of a Personal Leadership Philosophy. The Energize2Lead™ Profile helps leaders better understand what motivates them personally as well as what motivates the individuals on their teams, providing insight into how people prefer to engage with their work and with others. A Personal Leadership Philosophy allows leaders to clearly articulate their expectations, values, and approach to leadership, creating transparency, consistency, and trust within their teams.
When leaders combine self-awareness with a genuine effort to understand their people, engagement becomes less of a program and more of a natural outcome. Teams begin to align around a shared purpose, individuals feel valued for the contributions they bring, and organizations develop the kind of culture where people are motivated to give their best every day.
Originally Published March 2026
CAPT Sean Haley, USN (Ret.) is a 1992 graduate of the US Naval Academy and a 2003 graduate of the US Air Force Air Command and Staff College. An accomplished Naval Aviator with nearly 30 years of distinguished military service, Sean had the privilege of commanding the Swamp Foxes of Helicopter Maritime Strike Squadron (HSM) 74 and Naval Air Station Jacksonville, the third largest U.S. Naval Installation in the world. Sean is passionate about leadership and professional development and currently serves as Academy Leadership's Director of Leadership Programs and Franchise Development.
