Shhh... I Quit! Exploring the Impact of bureaucratic structures and leadership styles on quiet quitting Student
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2024-06-25
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en
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This thesis investigates the phenomenon of 'quiet quitting'— wherein employees become less engaged with their duties, opting to meet minimum requirements while prioritizing personal well-being — by exploring its antecedents at both the macro and meso levels. Utilizing Self-Determination Theory (SDT), the study examines how bureaucratic organizational structures and leadership styles influence quiet quitting. By analysing the moderating role of leadership on the relationship between organizational structure and quiet quitting, the research addresses critical gaps in current literature. Employing a quantitative survey approach, the findings highlight that bureaucratic structures, specifically centralization, have a significant but limited impact on quiet quitting, with higher centralization leading to more quiet quitting. Autonomy-supportive leadership unexpectedly increases quiet quitting when centralization is high. Controlling leadership does not significantly moderate the relationship between bureaucratic structures and quiet quitting.
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Faculteit der Managementwetenschappen