1. Intrinsic work characteristics 2. Purpose and contribution 3. Affective connection 4. Challenge 5. Growth 6. Recognition 7. Self-esteem, expression, identity and efficacy A leader may, then, focus on the work itself as a priority for building or maintaining positive engagement, for example, the intrinsic interest that the jobholder has in the work. Of these work issues, following Herzberg et al. (1959), a leader may seek to first ensure that external, context factors are satisfactory, even though they may be passive engagement issues. This is not because they are especially important in driving engagement, but because unsatisfactory external context factors may undermine the possibility of other factors building engagement. Following consideration of factors relating to the work itself, a leader may then consider purpose, contribution, affective connection and other positive drivers of engagement. Finally, a leader may give attention to those factors that are not active engagement factors but which underpin or maintain engagement. These are not considered as less important than the active factors. On the contrary, they may include passive factors that, as noted above, like hygiene context factors (Herzberg et al., 1959), have to be satisfied before drivers can effectively engage. However they may not take a higher priority because, first, overcoming disengagement and building active, positive engagement may be most effective overall, and, second, because some key passive factors may take longer to change, for example, establishing a management style that provides the optimum level of feedback. Passive factors that should form the basis for questions or issues that a leader may address are: 1. Self-worth 2. Autonomy 3. Values 4. Self-attribution 5. Responsibility
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