Abstract
This study aims to explore the potential effect of self-leadership, as an antecedent, on quiet quitting (QQ), asserting that employees’ self-leadership capabilities can help them to experience less quiet quitting. The study also suggests that control behavior of managers has an impact on the relationship between self-leadership and QQ, as that may be perceived by the employees as an intervention to their self-leadership capabilities. A survey measuring the variables of the research model was applied to 151 remote working professionals. Quantitative analyses using SPSS PROCESS revealed support for the two suggested hypotheses by revealing that self-leadership has a significant and positive effect on QQ and management control significantly moderates the relationship between self-leadership and QQ. One contribution of this study is believed to be studying quite quitting within the context of remote work.