Quiet Quitting and the Leadership Challenge

Cam Caldwell, lives in St George, Utah, Verl Anderson, Professor of Business, College of Business, Utah Tech University, St George, Utah, USA and Dima Jamali, Dean, School of Business, Lebanese American University, Lebanon

• ContentsPreface 1 “Quiet Quitting” or “Quiet Thriving”: introduction and overview 2 Quiet Quitting: why it happens 3 Quiet Quitting: the rational and emotional foundations 4 Accountability and the Top Management Team 5 From Quiet Quitting to thriving: a game plan for leaders 6 Win/Win relationships and helping employees to flourishand thrive 7 Leadership, commitment, and the failure of trust: whatcompanies must do to thrive 8 Engaging quiet quitters: a Transformative Leadership approach 9 Human resource management and its contribution to thriving10 Identity, self-regard, and humility: keys to thriving ina challenging world 11 Quiet Quitting or Quiet Thriving: where are we headed? References Index

‘This book is a quintessential human relations resource — not just for employers to help create a mutually beneficial workplace — but also for employees who are desperately looking for meaning and purpose in their places of employment.’