The article uses an integrated theoretical and empirical approach to examine employee engagement in remote work settings. The research identifies leadership, communication, organizational culture, work-life balance, trust, and digital well-being as the main drivers of engagement in remote contexts, based on well-established engagement theories and a thorough synthesis of earlier qualitative, quantitative, and bibliometric studies. Using a qualitative interpretivist approach based on secondary data analysis, the study applies thematic synthesis to organizational research, master's theses, and peer-reviewed journal articles. The analytical framework is provided by Herzberg's Two-Factor Theory, Kahn's engagement theory, and the Job Demands–Resources (JD-R) model. Results show that when job resources balance out increased digital and psychosocial demands, remote work can maintain or improve engagement; however, inadequate leadership support and poor design are problematic.