Scientific Center of Innovative Research, Relationship between public administration and business entities management-2024

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PREVENTING SILENT RESIGNATION THROUGH LEADERSHIP AND PSYCHOLOGICAL SAFETY
Malavika Kumar, Gayathr Raj, Saranya TS


Abstract


Silent resignation is a subtle form of disengagement where employees emotionally and mentally withdraw from their work without formally quitting. It often results from unaddressed psychological distress and unfavorable organizational environments. This paper examines the pivotal role of leadership and psychological safety in preventing silent resignation within high-performing organizations. Leadership that fosters trust, open communication, and empathy helps employees feel valued and supported, thereby reducing the likelihood of disengagement. A culture of psychological safety, where employees feel comfortable expressing concerns without fear of judgment, is critical in enabling individuals to share their struggles before they lead to silent resignation. Leaders who recognize the signs of burnout, stress, and lack of motivation can implement proactive measures to support employee well-being, such as providing feedback, ensuring work-life balance, and offering opportunities for personal and professional growth. By addressing both organizational and psychological factors, leaders can create an environment that promotes engagement, resilience, and sustained performance. Ultimately, the combination of effective leadership and psychological safety creates a strong defense against silent resignation, enhancing overall employee satisfaction and organizational success.


Keywords


silent resignation; leadership; psychological safety; employee engagement; well-being; burnout; organizational culture; disengagement

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