Work Dynamics Driving Quiet Quitting in Indonesian Private University

The phenomenon of quiet quitting, defined as employee disengagement without formal resignation, has received considerable global attention but remains insufficiently examined in Indonesia’s higher education sector. This study investigates the influence of workload, leadership style, and job satisfaction on quiet quitting among lecturers at a private university, employing the Job Demands–Resources framework to clarify the mitigating roles of leadership and satisfaction in academic contexts. A quantitative survey was conducted with 130 lecturers, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that workload significantly increases the likelihood of quiet quitting while simultaneously diminishing job satisfaction. Leadership style exerts a positive effect on job satisfaction but does not directly reduce disengagement. Moreover, job satisfaction itself does not emerge as a significant predictor of quiet quitting, suggesting that other factors, such as organizational culture or individual psychological conditions, may play a more critical role. These results underscore the need for universities to manage academic workloads effectively, foster supportive leadership practices, and implement comprehensive organizational strategies to sustain faculty commitment and mitigate the risks of silent withdrawal.