MOTIVATIONAL MANAGERS AND INCREASING EMPLOYEE ENGAGEMENT – A THEORETICAL PERSPECTIVE

Abstract

This article investigates the theoretical relationship between the role of a motivating manager and the enhancement of employee engagement as a primary driver of organizational dynamism. It is substantiated that modern managers must transcend traditional task-oriented roles to actively foster team engagement through social and emotional incentives, which are frequently more valued by subordinates than purely financial rewards. The research explores the "motivating manager" as a multi-faceted concept essential for building institutional trust, promoting cross-functional cooperation, and cultivating a positive organizational climate. Specific managerial actions are identified that encourage employees to identify with corporate goals and undertake proactive behaviors, thereby minimizing barriers to engagement and translating effort into measurable results.
Methodologically, the study is based on a comprehensive review of specialized literature and contemporary digital academic publications. It underscores that a motivating manager and a committed workforce are inseparable components in generating organizational value and building a sustainable competitive advantage in the modern market. The findings contribute to the conceptual framework of human resource management by highlighting how "soft management" techniques –such as effective communication, empathy, and psychological support – directly increase overall organizational effectiveness. Ultimately, the study concludes that organizations prioritizing their professional image and internal culture are obligated to adopt leadership styles that emphasize employee engagement. This theoretical perspective provides a robust foundation for developing management strategies aimed at strengthening the human capital of competitive enterprises.