Public managers’ psychological attachment to their organizations is critical for leveraging their managerial talent, yet it is increasingly challenged by social and political pressures on agency reputation and independence. Drawing on social identity theory and the organizational identification literature, this study examines how organizational-level engagement with community members fosters organizational identification among top managers and explores the boundary conditions of this relationship. Using fixed-effect and instrumental-variable specifications and a four-wave, biannual, nationally representative survey (2012–2018) of municipal department heads in U.S. local governments, we find that a higher frequency of public engagement at the organizational level increases top managers’ organizational identification. This positive association is contingent on the type of public input received. These findings go beyond the conventional wisdom that views public engagement as a normative, instrumental, or legal mechanism for building community-government relationships and offer an intraorganizational perspective on its understudied role in psychologically rewarding and empowering upper-echelon managers.