ArticleFrontiers in psychology2026
How the negative role of authoritarian leadership leads to quiet quitting: the moderated mediating role of involuntary presenteeism.
Article in Frontiers in psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
Quiet quitting emerged as a widespread form of employee withdrawal in the post-pandemic era, reflecting shifting work norms, unmet psychological needs, and deteriorating relationships. Although previous research has highlighted its detrimental consequences for organizational functioning, empirical evidence on its antecedents and underlying mechanisms remains limited. Drawing on the conservation of resources and self-determination theories, this study investigates how authoritarian leadership leads to quiet quitting among employees of Chinese small- and medium-sized enterprises (SMEs). Specifically, it proposes and tests a moderated mediation model in which authoritarian leadership increases quiet quitting through its positive effect on job burnout, whereas involuntary presenteeism strengthens the effect of burnout on quiet quitting. Focusing on Chinese SMEs, this study provides contextually grounded evidence on how employees interpret and respond to authoritarian leadership. To achieve this research purpose, data were collected from 363 employees working in Chinese SMEs. The results demonstrate that job burnout serves as a key psychological mechanism linking authoritarian leadership to quiet quitting. Furthermore, involuntary presenteeism amplifies the transition from job burnout to quiet quitting by exerting a positive reinforcing effect on this pathway and thereby intensifying the overall negative process. By uncovering these mechanisms, this study contributes to a deeper understanding of the harmful consequences associated with authoritarian leadership and clarifies the emergence and evolution of quiet quitting in the Chinese cultural context.
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