THE SILENT DISENGAGEMENT: A QUANTITATIVE ANALYSIS OF LEADERSHIP, RECOGNITION, AND WORKLOAD AS PREDICTORS OF QUIET QUITTING AMONG KNOWLEDGE WORKERS

Abstract

This quantitative study analyses the degree to which organisational variables such as leadership style, recognition system, and workload are predictors of quiet-quitting behaviours among knowledge workers. Quiet quitting as a concept where employees work within the narrow parameters of their official job descriptions and avoid any kind of discretionary work, is seen as a huge problem to organisations that rely on innovation and initiative as a vital part of knowledge work. In this effort to solve this issue, this study relies on the information gathered after the online survey of 440 knowledge workers working in a wide range of industries. Several important constructs were evaluated with the use of the survey tool: perceived leadership style (transformational vs. transactional style), the frequency and fairness of the recognition received, the degree of workload, and the self-reported quiet-quitting behaviour.

The analytical models included hierarchical multiple regression to determine the predictive power of each variable relative to predictive power of the other variables, structural equation modelling (SEM) to test the overall theoretical model, moderated mediation analysis to test the complex relations, and confirmatory factor analysis to test the measurement structure.

The findings show that transformational leadership, which is characterised with inspiration and motivation of the employees, is significantly correlated with reduced quiet quitting (b = -0.35, p =.001). By analogy, frequent and perceived to be fair recognition systems are also related to less disengagement (b -0.40, p -0.001). In contrast, workload intensity is associated with larger quiet-quitting behaviours (b = 0.45, p =.001), which demonstrates the negative impact of high demands on staff engagement.

Further comparison shows that recognition is one of the mediating factors of the leadership style-quiet quitting relationship. That is, the transformational leadership style is not only directly connected to lowering disengagement but also indirectly in terms of creating the culture of fair recognition. Further, workload also modulates the effects of recognition and recognition has a lesser protective effect on disengagement among workers in circumstances with high workloads; this indicates that even highly recognised workers would silently disengage amidst heavy pressure.

SEM model demonstrated good fit data (CFI=.956, RMSEA=.042), which is why there is much support of the theoretical framework, and the results are applicable. Collectively, these findings are strong empirical indicators that leadership style, recognitions practises, and workload management form vital organisational drivers towards increasing employee engagement and reducing the threat of quiet quitting among knowledge workers.

The significance of this study is quite high: organisations that want to deal with quiet quitting should focus on developing transformational leaders, making the recognition system fair and frequent, and workloads manageable. In this way, they will be able to develop a more inspired, creative, and strong workforce that will be better prepared to survive in the modern knowledge economy.