Employee engagement seems to be the holy grail of today’s workplace. Every company wants high engagement levels, but very few know how to develop them. One element in accomplishing this elusive goal, however, is increasingly clear: Leadership will make or break engagement. Employees who feel connected to their organization and its mission will invest more energy in their work, while those who feel alienated tend to do the bare minimum. And leadership plays a critical role in that balance. Employees who see no correlation between their performance and their compensation, or who are given false promises by managers and feel neglected by leaders, are likely to pull away. So how can managers address engagement? First and foremost, they should respect their employees. Employees are more engaged in settings where they feel cared for as people and aren’t simply “human capital.” Policies and practices regarding hiring, compensation, promotion, and recognition should also be made as transparent as possible, showing that they are impartial. The workplace culture should also strive to care for employees on a personal level. When treated with respect, employees will gain confidence in the executive team and become more engaged.