第一个驱动因素是领导力，它被认为是敬业度的重要前提(Baldwin & Danielson, 2002)。这一因素包括领导的有效行为作为指标，以及对主管的支持。与领导力相关的有效态度有助于支持敬业精神，这反映在个人意识、信息沟通、透明度和尊重员工待遇以及道德行为标准上。
The theory of social exchange is the one which has been most acceptable and used widely as a theory with regard to the current research over engagement of employees. The important principle for this theory is that people indulge in making decisions of social nature depending upon the mutual benefits and perceived costs (Bacharach, 1989). The theory is such that it indulges in proposing key factors. It depicts that employees get motivated for engaging in their tasks when tasks have their basis over fair exchange system with a proper balance. Such a relationship of exchange then continues evolving over a period of time into trust, loyalties and commitments of mutual nature. In brief, the theoretical foundation of the social exchange theory helps in justifying the reasons why employees take the decision of either engaging highly or lesser over their tasks. This reflects on their positive or negative association or over their economic resources obtained from the government for doing so.
There are essential drivers which lead towards engagement of employees that are general in most of the organizations of business. The components as well as the relative strength of every driver have a likeliness of altering based upon the kind of organization, the sector and variations of demographical nature within the nation or region.
The first driver is leadership which is found to be an essential engagement antecedent (Baldwin & Danielson, 2002). Such a factor comprised of effective behaviour of leadership as an indicator and perceived support of the supervisor. Effective attitude in relation to leadership results in supporting engagement and this gets reflected in individual awareness, information communication, having transparency and respectful employee’s treatment along with ethical behaviour standards.
Another driver is organization justice. This has its basis over perceptions of fairness. When employees regard that their company is fair and has justness for them, then they try reciprocating the same through putting higher work and enhancing their process of engagement as per the ideology of exchange. Feeling safe has been influenced through fairness consistency and predictability of the just outlook when rewards are assigned or when punishment at work is inflicted.