Scholars have increasingly recognized the importance of studying factors leading to employee engagement. However, few scholars have generated and tested theoretical models that present mechanisms linking employee engagement to social contextual variables. Based on a random sample of employees (n = 391) working across different industrial sectors in the U.S., this paper presented and tested a model (rooted in the Social Exchange Theory and the Job Demands-Resources Model) that explored how authentic leadership, transparent organizational communication, and work-life enrichment are interrelated. A simplified model including both significant direct and indirect effects fits the data. Theoretical contributions and managerial ramifications of the inquiry were debated.