Empathetic Leadership as an Antidote to Silent Quitting: Rebuilding Trust, Purpose, and Belonging

Silent quitting is no longer a new topic in human resource (HR) management, as it has been under discussion for many years. Silent quitting does not mean that employees quit their jobs discreetly, but rather refers to employees who have felt less motivated at work. Despite still attending work and doing their work as usual, these employees are psychologically disengaged. Hence, this chapter discusses how empathetic leadership, deemed a strategic approach, influences silent quitting among employees through empowerment, fostering trust, and enhancing purpose. Using Self-determination Theory (SDT) and Empathetic Leadership theory as the anchor, this chapter conceptually discusses how empathetic leadership can meet employees’ basic psychological needs to curb silent quitting or emotional withdrawal. Drawing on global trends, Malaysia’s acts related to employment (e.g., Malaysia’s Employment Act 1955 and Occupational Safety and Health Act (OSHA) 1994), and Sustainable Development Goals (SDGs) 2030, this chapter leads to a better understanding of silent quitting, its determinants as well as the healing elements, not just from Malaysia’s interdisciplinary perspective but extending into the Asian context. Besides, this chapter will highlight psychological indicators of disengagement, behaviours of empathetic leaders, and trust-building practices to embed empathy in corporate culture. It is hoped that this chapter will offer noteworthy insights to organisational leaders, HR practitioners, and policymakers in enhancing their emotional intelligence, eventually leading to inclusive and sustainable workplaces.