Adaptive Generational Leadership (AGL): A Strategic Leadership Approach to Prevent Silent Quitting Among Generation Z

Silent quitting is an act of worker disengagement with gradual withdrawal of discretionary effort without formal resignation. This is an inevitable issue among post-pandemic Generation Z (Gen Z) employees whose values, virtual presence, and expectations are not being adequately addressed in the traditional way of doing things. In this context, the Adaptive Generational Leadership model (AGL), which is based on the GEN-LENS framework, is proposed in this chapter as a strategic framework to address silent quitting. A systematic review of the literature was employed following PRISMA and SALSA guidelines and identified 72 peer-reviewed research articles from 2010 to 2025. Bibliometric mapping and thematic synthesis were used to establish core areas of research, intellectual clusters, and conceptual gaps in the leadership, employee engagement, and generational dynamics literature. The review concluded that there was inadequate literature on leadership models for addressing silent quitting among Gen Z employees, and the available leadership models were inadequate to tackle their disengagement issues. Based on this analysis, the GEN-LENS framework was created to capture seven dimensions of generational engagement: Growth, Engagement, Empathy, Leadership Fit, Navigability, Novelty, and Social Values. These were integrated into the AGL pyramid, with developmental, relational, and contextual spaces. The model gives leaders actionable steps to prevent silent quitting by connecting diagnostic insight with behavioral applications. The AGL model equips leaders to tailor interventions to generational norms, enhance career clarity, foster relational trust, and embed adaptability into organizational systems. At the policy level, the AGL model can guide recruitment, training, and retention strategies toward sustainable workforce development.