Employee engagement remains one of the most critical and challenging issues facing modern organizations. While decades of research have established the importance of engagement for productivity, retention, and performance, far less is known about what truly drives engagement within science-driven, mission-focused organizations. This accepted scholarly research presentation addresses that gap through an empirical study of employee engagement within the National Science Foundation.
Drawing on data from the 2024 Federal Employee Viewpoint Survey, this study examines how specific organizational levers influence employee engagement after controlling for demographic factors such as age, gender, and supervisory status. The research focuses on five commonly cited drivers of engagement: leader behavior, supervisory support, intrinsic motivation, communication, and professional development. Using a non-experimental, explanatory research design and multiple linear regression analysis, the study provides a data-driven assessment of which factors matter most in a large scientific organization.
The findings reveal that intrinsic motivation is the strongest predictor of employee engagement, followed closely by leader behavior. Employees who perceive their work as meaningful, feel a sense of autonomy, and experience connection to others report significantly higher engagement levels. Leader behaviors that inspire, support competence, and foster trust also demonstrate a meaningful positive impact. In contrast, supervisory support was not statistically significant in the full regression model, and communication and professional development were excluded due to multicollinearity, despite showing significance in simpler analyses.
These results have important implications for leaders in science-based and knowledge-intensive organizations. Rather than relying solely on structural programs or surface-level engagement initiatives, the study underscores the importance of leadership practices that support autonomy, purpose, and connection. The findings align closely with self-determination theory, highlighting engagement as a psychological and relational outcome shaped by how work is designed and led.
Designed for scholars, practitioners, and organizational leaders, this session contributes empirical evidence to the ongoing conversation about engagement in public-sector and science-driven environments. Attendees will gain insights into how leadership behavior and intrinsic motivation operate as powerful levers for strengthening workforce engagement and sustaining organizational performance.
Author and Affiliation
Danyale Corradi, Hood College
Join us at the SAM International Business Conference to engage with this research. This presentation will be delivered virtually, offering participants the opportunity to explore evidence-based strategies for improving employee engagement in complex, mission-oriented organizations.
Register to attend at www.samnational.org/conference and take part in the conversation shaping the future of organizational health and performance.