The impact of despotic leadership on quiet quitting: the moderating role of willpower

Abstract

Research purpose: This study investigates the impact of despotic leadership (DL) on quiet quitting (QQ) and examines whether willpower (WP) functions as a psychological resource that moderates this relationship. Research motivation: Although negative leadership has been linked to harmful outcomes, the specific relationship between DL and QQ remains largely unexplored. Furthermore, little is known about how personal strengths, particularly WP, can buffer such effects. By integrating Conservation of Resources (COR) theory and Hope Theory, the study has effectively addressed the existing gap. Research design, approach, and method: A two-stage design was employed. Qualitative interviews were first conducted to refine measurement items, followed by a cross-sectional survey of 211 banking employees in Vietnam. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. Main findings: The results show that DL is positively associated with QQ, supporting the view that despotic leaders foster employee withdrawal. WP significantly moderates this relationship, with higher WP reducing the likelihood of QQ even under DL. Practical/managerial implications: Organizations should strengthen employees’ WP through training and support programs while simultaneously implementing leadership development initiatives to reduce despotic tendencies and limit QQ. Originality/value: This study is among the first to empirically examine the DL–QQ relationship and test WP as a moderator. By integrating COR and Hope Theory, it provides a novel perspective on how psychological resources mitigate the impact of DL and extends cross-cultural understanding in emerging, high power distance contexts.