This chapter seeks to highlight the importance of positive leadership in combating the phenomenon of quiet quitting. This phenomenon is not new, but it has gone viral with the COVID-19 pandemic, being more 'visible' in the organizational context. Thus, the objective of this research is to identify the main advantages of positive leadership in mitigating the quiet quitting movement. The research methodology is qualitative and starts by conceptualizing and identifying the main causes and consequences of the quiet quitting movement. Afterwards, the advantages of positive leadership are identified and, finally, this leadership style is systematized in relation to happiness and well-being at work. This research thus integrates the positive leadership approach with practices to improve employee engagement and organizational culture, highlighting the importance of human resource management practices to attract, integrate and manage talent in companies.
The internet has become one of the most important commodity products in society. Artificial intelligence (AI) is one of the most discussed topics in human resources. Nowadays, four or five generations in the workplace are working together. The young generation is born in a digital era, but the elderly are in an analogic era, so their skills and decision-making behaviors are different. The working values for intergenerational workers are very different. Younger generations value their flexibility to fit their lives, once they believe that working careers are no longer their main goal in life, but the elderly have other values such as family time and flexible work provided by AI development. COVID-19 brings a new mainstream concept to the workplace, only possible through AI development. The effects of artificial intelligence and intergenerational diversity are fundamental topics that need to be discussed at a high level in institutions.
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