This qualitative research study explores employee engagement experience. It offers a framework that helps to understand how sensing leadership, management, and internal communication influence employees’ feelings, thinking, actions, and their search for meaning in work. The survey was answered by 73 respondents of 13 different nationalities who felt engaged very frequently as they wanted to make an impact. Their reasons are linked to challenging work, contributing to business development, and self-growth. As a result, respondents felt energized, happy, enthusiast, and motivated during their engagement experience. However, they suggested their organizations could increase their job satisfaction and commitment not only by rewarding for results, providing career opportunities, clearly communicating organizational goals, but also by giving feedback, providing autonomy, and for allowing more democratic managerial practices.
The novelty value of the study is in extending the current management and leadership focus of employee engagement research by adding sensing internal communication, an often neglected external driver.
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