Sales leaders who can foster sales team engagement drive an organization's sales performance. Some information technology sales leaders lack team engagement strategies that support revenue results above market growth rates. The purpose of this qualitative, single-case study was to explore the team engagement strategies of 6 sales leaders, in various offices in the Asia-Pacific region of a single, public information technology company, who demonstrated the ability to support year-on-year revenue results above market growth rates. Participants demonstrated the ability to foster team engagement and consistently deliver year-on-year revenue results above market growth rates. The conceptual framework for this study was self-determination theory, a macro theory of motivation. Data collection included semistructured interviews with the sales leaders and a review of company documents, including sales plans, sales results by country, and training and recognition programs. Data analysis included keyword coding, category development, and theme identification. Three themes emerged: using extrinsic motivators, activating intrinsic motivators, and catalyzing team engagement. Extrinsic motivators included both tangible and intangible rewards. Intrinsic motivators included encouraging sales team autonomy, developing sales team competence, and fostering sales team relatedness. Implications for positive social change include providing organizations with engagement strategies that sales leaders could use to offer better employee work-life experiences. When sales leaders improve sales team engagement, team members experience psychological benefits, which may enhance the quality of their personal lives as well as the quality of life for members of their families and communities.