grouping all engineers (regardless of specialty) into 1 group in an effort to define a management plan/style is like painting all women or frenchmen or athletes with the same brush - you will miss a lot. That said, some broad, general brush-strokes that often apply to engineers are noted below. how you manage to that is up to you.
1. motivated by challenges and conquering those challenges: hitting a project deadline or budget because some exec has drawn some arbitrary, uniformed line in the sand is not a challenge. "our primary competitor's product does x,y and z and the speed = x. Do you think you can build a product that does x, y, z and z' that will run 4x faster? If it will cost more than $1M or take more than 12 months to build it's probably not worth it. What do you think?" That's a challenge. Let them go chew on that and come back with an answer.
2. Engineers often want everyone to know they are the smartest in the room. leverage that intellect. seek their input. They like to build the best, fastest, xyz-est thingymabob the market has ever seen. Give them recognition.
3. engineers are often single-threaded: let them focus on the task at hand. Minimize distractions and randomizing activities. Sometimes that means shut the door and pull the blinds and sleep in the office until they've conquered the problem at hand ... then sleep for 2 days.
4. engineers are often perfectionists... don't ask them to settle for "OK". if what you've challenged them with is to build a widget that is 4x faster they will have built something 8x faster and are working on 16x faster. If 16x has value then put that on the roadmap down the road and figure out a way to get them satisfied with a market-ready interim 4x product and try to find a market for the 16x product. Don't tell them "4x is good enough" because they are going to build it 16x anyway whether you like it or not.
5. they like cool tools:
6. there's usually more than 1 way to get to the end goal. Set the end goal, but try not to restrict how they get there.
7. like most of us, engineers don't like to be micromanaged. You are paying them for their intellect, experience and creativity. Set informed goals (ask for input before setting goals) and then get out of the way... and keep others out of their way.