The Roles of Empathy and Leadership in Quiet Quitting.

Photo by Johnny Cohen on Unsplash

There are a lot of excellent insights being published about the quiet quitting phenomenon, and most are in favour of the stance taken by those who adopt this position.

Nobody wants to be overworked, unappreciated or expected of outside of the reasonable parameters of the job description assigned.

What I don’t see too much of are contextual articles that adequately address the variables within this adoption. It may be practical to categorically affect a quiet quitting approach to your 9–5 where your role is largely autonomous and independent to your peers, but I rarely find these articles considering the impact on other team members, or the individual’s reputation. After all, there’s a scenario where one might say no to an unreasonable request, and another where a team mate sulks, is passive aggressive and acts as though they’re a victim within the role they currently hold. And while they may have been marginalised, it’s our response to that input that matters and that we’re considering where it’s directed.

So what’s the objective here?

I want to explore the roles of leadership and empathy in the quiet quitting setting, noting that it’s not just the boss who receives the transmission from the quiet quitter.