Exploring the relationship between leadership styles and quiet quitting in a tier-1 automotive supplier

Abstract

This research study explored the “quiet quitting” phenomenon, focusing on how different leadership styles, namely, autocratic, laissez-faire, and democratic, impact employee engagement and retention in a Tier-1 automotive supplier organisation. The study aimed to clarify the relationship between these leadership approaches and the likelihood of quiet quitting. Through a quantitative analysis, the findings revealed key insights into how leadership practices affect employee behaviour, providing actionable recommendations for enhancing retention strategies and understanding workforce motivations.