Quiet Quitting vs. Loud Leadership: How Human-Centered Leaders Can Reconnect and Re-Engage Employees in 2025

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"Quiet quitting" is the term used to describe employees doing only what's required in their roles without going above and beyond. It has become a catchphrase for a deeper workplace reality representing a growing disconnect between employee expectations and organisational culture.

While not a new behaviour, the conversation around quiet quitting has amplified since the pandemic, as people have reassessed their relationship with work. Gallup research shows that only 23% of employees worldwide are engaged at work, and disengagement is one of the clearest signals of low retention, low innovation and low productivity.

At the same time, employees are demanding more meaning, flexibility and support from their work lives. Traditional approaches to motivation (promotions, pay rises, or perks) aren’t cutting it. Instead, what’s needed is a return to human-centred leadership: the kind that connects people to purpose and provides the tools and clarity to succeed.

So, what can leaders do? It's less about adding noise and more about building authentic, ongoing connections.

1. Loud leadership is not about noise.

It's about clarity and presence. Leaders who actively communicate goals, celebrate wins and provide regular feedback build trust. A weekly check-in or a simple "How are you going?" can go further than an end-of-quarter performance review. Visibility and approachability matter.

2. Clarity over hustle.

Clear expectations and achievable goals are more motivating than vague ambitions and burnout culture. Employees perform better when they know what success looks like and feel they have the support to get there. Leaders should focus on aligning roles with outcomes, not just tasks.

3. Invest in middle managers.

They're often the link between vision and execution, and the first to spot disengagement. Yet they’re also the most overburdened. Equip them with tools, training, and time to lead; not just manage projects but develop people.

4. Make engagement part of the culture.

Engagement shouldn't rely on individual charisma or HR-led activities alone. Embed it into how teams work through feedback loops, peer recognition, autonomy and development pathways.

The Big Takeaway:

Addressing quiet quitting doesn't mean asking more from people, it means helping them find more meaning in what they’re already doing. Loud leadership isn’t about volume, it’s about being more visible, more intentional and more human. When leaders lead with clarity, consistency, and connection, engagement follows.