Lighting the Way: Quiet Quitting, Leader Humility, and Citizenship Behavior

Quiet quitting is often seen as disengagement with negative organizational outcomes, yet quiet quitters are not necessarily untalented; they disengage for various reasons. This study investigates how they can be re-engaged in extra role behaviors, such as Organizational Citizenship Behavior (OCB). Drawing on Conservation of Resources (COR) theory, we propose that quiet quitters may develop public self-consciousness, especially under humble leaders, which fosters greater OCB. Results generally support the hypotheses: when leader humility is high, quiet quitting positively relates to OCB through public self-consciousness. Mediating and moderating mechanisms are identified, offering both theoretical and practical insights.