Leadership Styles and Reduction of Quiet Qutting: A Sales and Marketing Department Perspective from SFH Access, Fidson and May and Baker Plc

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@article{1713437,
      author = {Isawode Mayowa, Daniel Omole, Dr Ibrahim Alhassan},
      title = {Leadership Styles and Reduction of Quiet Qutting: A Sales and Marketing Department Perspective from SFH Access, Fidson and May and Baker Plc},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {9},
      number = {7},
      pages = {811-830},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1713437.pdf},
      abstract = {Over the past few years, however, the trend referred to as quiet quitting, an approach taken by employees who want to retain their job but stop committing and applying effort to an organization mentally, has become especially problematic to employers, especially those operating in areas of high demand, like selling and marketing. This paper discusses how different types of leadership can affect a decrease in the quiet quitting trend among staff members within the sales and marketing units of SFH Access, Fidson Healthcare Plc, and May & Baker Nigeria Plc. The study combined both quantitative and qualitative forms of research methods since structured questionnaires and semi-structured interviews were used to collect structured data of purposive sample of employees and managers within identified organizations. The research was grounded in transformational and transactional leadership philosophy to find out how leadership practices influence employees or staff members motivation, engagement, and organizational citizenship behavior. The relationship between leadership styles (independent variable) and the minimization of quiet quitting (dependent variable) were determined using the descriptive and inferential statistical tools, such as the regressions and correlations of the scales. The results indicated that transformational leadership is quite effective to minimize the risk of quietly quitting due to open communication, appreciation, and a purposeful behaviour. On the contrary, autocratic and laissez-faire leadership were positively correlated to disengagement and the low levels of efforts. Quantitative research design was also employed whereby structured, questionnaires were administered to 150 sales and marketing experts in the 3 organizations. Correlation and multiple regression analysis were used to collect descriptive statistics in determining the correlation between leadership styles (independent variable) and reduction of quiet quitting behaviors (dependent variable). The binding shows that transformational leadership provides a positive impact on the reduction of quiet quitting by the greatest magnitude, and transactional leadership provides positive influence on it, followed by laissez-faire leadership that demonstrated no or even negative effect. This study adds to the literature of the workplace behavior due to the emphasis on the role of adaptive and employee-centered leadership in avoiding silent instances of disengagement. It provides also useful guidelines to organizational leaders particularly in the pharmaceutical industry in Nigeria on how to adopt leadership practices that would lead to retention and performance of employees towards the success of organizations in the long-term.},
      keywords = {Leadership Behavior, Quiet Quitting, Transformational Leadership, Work Engagement, Sales and Marketing, SFH Access.},
      month = {January},
      doi = {https://doi.org/10.64388/IREV9I7-1713437}
  }