Scholarlink

<p>With the notice of the phenomenon of detachment from work psychologically, research on quiet-quitting has emerged as a critical topic in relation to understanding the effects of organizational and individual factors. Grounded in social exchange theory, this study explores how power-distance orientation influences individual quiet-quitting through the psychological mechanism of emotional blackmail, with moderation by paradoxical leadership behavior. Hypotheses were analyzed by means of SPSS 22, structural equation modeling, and hierarchical linear modeling. Analyzing two-wave with two month lag multilevel data from 349 employees and 50 companies in Taiwan, the findings indicate: (1) positive relationships between employees’ perceptions of power-distance orientation and quiet-quitting (<i>β</i> = 0.373, <i>p</i> &lt;.001) and emotional blackmail (<i>β</i> = 0.417, <i>p</i> &lt;.001), (2) individual emotional blackmail partially mediates the relationship between power-distance orientation and quiet-quitting (<i>β</i> = 0.166, <i>p</i> &lt;.001), (3) the relationship between power-distance orientation and emotional blackmail is moderated by paradoxical leadership behavior (<i>β</i>=-0.165, <i>p</i> =.000), and a weaker indirect effect of power-distance orientation on quiet-quitting (via emotional blackmail) when paradoxical leadership behavior is stronger (<i>β</i>=-0.425, <i>p</i> =.018). In practice, the results suggest that organizations should create favorable work environment that respects and enhances the dignity, flexibility, and autonomy of employees to reduce quiet-quitting. This study also provides insights for future multilevel analyses concerning on the field of quiet-quitting phenomena.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

With workforce but without competitiveness! The influences of organizational and individual factors on quiet-quitting: a multi-level analyses of moderated mediating effects

  • 期刊论文

  • 发表日期：

    2025年5月30日

查看全文
  • Wei-Yuan Lo

摘要

With the notice of the phenomenon of detachment from work psychologically, research on quiet-quitting has emerged as a critical topic in relation to understanding the effects of organizational and individual factors. Grounded in social exchange theory, this study explores how power-distance orientation influences individual quiet-quitting through the psychological mechanism of emotional blackmail, with moderation by paradoxical leadership behavior. Hypotheses were analyzed by means of SPSS 22, structural equation modeling, and hierarchical linear modeling. Analyzing two-wave with two month lag multilevel data from 349 employees and 50 companies in Taiwan, the findings indicate: (1) positive relationships between employees’ perceptions of power-distance orientation and quiet-quitting (β = 0.373, p <.001) and emotional blackmail (β = 0.417, p <.001), (2) individual emotional blackmail partially mediates the relationship between power-distance orientation and quiet-quitting (β = 0.166, p <.001), (3) the relationship between power-distance orientation and emotional blackmail is moderated by paradoxical leadership behavior (β=-0.165, p =.000), and a weaker indirect effect of power-distance orientation on quiet-quitting (via emotional blackmail) when paradoxical leadership behavior is stronger (β=-0.425, p =.018). In practice, the results suggest that organizations should create favorable work environment that respects and enhances the dignity, flexibility, and autonomy of employees to reduce quiet-quitting. This study also provides insights for future multilevel analyses concerning on the field of quiet-quitting phenomena.