The lack of faculty engagement in higher education institutions could result in adverse outcomes. Higher education leaders are concerned with the lack of faculty engagement as it correlates to decreased productivity, commitment, and low employee job satisfaction. Grounded in the employee engagement theory, the purpose of this qualitative multiple case study was to explore leadership strategies some higher education leaders use to improve faculty engagement and performance. The participants included 13 higher education leaders of public universities in Kentucky, USA, who used effective leadership strategies to improve faculty engagement and performance. Data were collected using semistructured interviews, one focus group, and a review of organizational documents and publicly available records. Three themes emerged through Yin's 5-step thematic analysis: fostering open communication, faculty performance evaluations, and engaging through professional development and support. A key recommendation is for higher education leaders to effectively communicate with faculty members by offering open and honest dialogue. The implications for positive social change include the potential to reduce faculty turnover and reduce unemployment rates in local communities. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]