As the use of workplace knowledge economies increases and emerging motivational-state variables such as employee engagement become more widely used, current frameworks of leadership are undergoing changes in perspective and practice. Moreover, while shifts in workplace dynamics have occurred in practice for some time, scholars are now calling for a new perspective of leadership. This article explores the connection between traditional and emerging leadership theories and the motivational-state variable of employee engagement, building toward a conceptual framework proposed for further refinement, discussion, and ultimately testing. A conceptual link between meeting and understanding employee needs, the use of emotional intelligence as a leadership competency, and transformational leadership is examined. Implications for leadership development in research and practice in an HRD context bring this article to a close. (Contains 1 figure.)