If Leaders Care, Why Is Employee Engagement Still Low?  

In our work, we hear a lot about the struggle with employee engagement. This is one of the most common concerns leaders bring to us, and it often weighs heavily on them. Many describe the stress of lying awake at night, wondering what they are missing, wishing they could do better, and feeling the pressure of wanting their teams to thrive. Their concern is real, and so is their desire to lead well.

At the same time, these conversations often include a different thread – a shift toward frustration and blame. We hear comments like, “They have a poor ethic”, “They just lack motivation,” “That younger generation…” “That older generation…” – you get the idea! Leaders feel both deeply invested and exasperated at the same time.

Research consistently shows that customer service, innovation, and achieving organizational goals are natural outcomes when employee engagement is high.

This is an important tension to name because it reflects a real human experience. Leaders want to engage teams, and yet when engagement drops, it’s easy to interpret the issue as something wrong with the employees themselves rather than a signal about the environment in which they are working in. But what if lack of engagement isn’t about the person at all, but about their experience at work?

And this matters because engagement isn’t just “nice to have”. Research consistently shows that customer service, innovation, and achieving organizational goals are natural outcomes when employee engagement is high. Engagement isn’t a soft metric–it’s a core driver of organizational success.

The Culture Question Survey

In our book, The Culture Question, my co-authors and I conducted a survey of over 2,400 people to explore what makes a workplace healthy and engaging. When we asked participants what makes them feel engaged at work, we heard a unified and consistent answer: culture matters. It’s the environment that either fuels engagement or quietly erodes it.

When leaders shift from trying to extract engagement to intentionally cultivating it, the dynamic changes.

One of the most important insights from our research is that engagement does not respond well to pressure, mandates or motivational slogans. It grows in environments where people feel supported, valued and connected to work in meaningful ways. Engagement is the by-product of the culture people experience every day.

When leaders shift from trying to extract engagement to intentionally cultivating it, the dynamic changes. Instead of asking, “Why aren’t employees more motivated?” the question becomes, “What conditions help people thrive here?” This reframing opens the door to curiosity instead of blame, and to practical action instead of frustration. Engagement improves not because employees suddenly choose to care more, but because leaders can begin to create the kind of workplace where caring and as sense of connection are possible.

6 Ways to Begin Cultivating Employee Engagement

Rethink dips in performance.  

Pause, ask questions, find out what is really going on. Is the workload unrealistic? Is the work lacking meaning? Is there unresolved team conflict?

Focus on priorities and purpose.

Regularly articulate what matters most – and why it matters. Clarity is essential for engagement.

Think micro-moments.

Pay attention to how you show up in your everyday interactions. Are you approachable? Do you take an interest in people’s work? Do you check in on progress without micromanaging?

Recognize effort.

Acknowledge progress, learning and perseverance–not just task completion. Appreciation is powerful. (I’d love to hear if you found this blog helpful! 😊)

Invite voice and offer choice.

When people feel their perspective matters, they invest more deeply. Ask for input, listen openly, and follow up so employees see the impact of their contributions.

Remove barriers to doing great work.

Often disengagement isn’t about attitude it’s about obstacles. Leaders can improve engagement by clearing roadblocks and adjusting workloads or streamlining processes.

Culture matters. It’s the environment that either fuels engagement or quietly erodes it.

These practices are not complicated, but they do require attention and intention. Engagement grows in places where leaders cultivate clarity, trust and connection. If you are a leader who cares deeply and still finds engagement a struggle, please know you are not alone. Start small. Choose one practice to focus on this week and notice the difference it makes. Engagement grows through consistent, intentional moments – and the environment you create can make all the difference.