The most dangerous leadership crisis may be the one that makes no sound at all. Across India’s corporate landscape, a peculiar phenomenon is taking root: executives are present in body but absent in spirit. They attend meetings without inspiring, make decisions without innovating, and hold authority without wielding it effectively. This subtle form of disengagement, dubbed “leadership quiet quitting”, threatens to undermine corporate India’s ambitious growth trajectory just as the country positions itself as a global economic powerhouse.
The causes of this malaise are as complex as they are concerning. “Prosperity brings choices,” observes Shailesh Singh, chief people officer, Max Life Insurance. “In Western countries, leaders have long had the privilege of choosing how they want to spend their time. As India grows more prosperous, senior leaders, too, have more options, allowing them to prioritise personal fulfilment over relentless corporate demands.” This shift reflects a broader transformation in Indian corporate culture, where traditional notions of lifetime employment and unconditional loyalty are giving way to more nuanced relationships between executives and their organisations.
At the heart of this exodus-in-place lies a crisis of purpose. The proliferation of founder-driven businesses built purely for profit has created a vacuum where aspiration once lived. When companies prioritise quarterly earnings over lasting impact, they risk turning their executives into mere caretakers rather than visionaries. Singh argues that “unless there are truly aspirational goals beyond profit-making—such as contributing to society or driving innovation—leaders will struggle to stay engaged.” This purpose deficit is particularly acute in an era where younger executives increasingly seek meaning alongside monetary rewards.
“Unless there are truly aspirational goals beyond profit-making—such as contributing to society or driving innovation—leaders will struggle to stay engaged.”
Shailesh Singh, chief people officer, Max Life Insurance
The pressure cooker of Indian corporate culture bears particular responsibility. Pradyumna Pandey, a senior HR leader, points to unrealistic expectations as a key culprit. “The expectation from leaders to be available 24/7 is overwhelming. They are pushed to work 70 to 90 hours a week while being tasked with driving exponential growth.” Unlike their Western counterparts, who benefit from established executive coaching and well-being programmes, Indian leaders often navigate these pressures without adequate support. The situation is further complicated by the rapid pace of technological change and the challenges of managing multi-generational workforces.
“Leaders also need someone to talk to, someone to mentor and guide them. But in Indian organisations, there is no safe space for top executives to express their stress or burnout.”
Pradyumna Pandey, senior HR leader
The consequences of leadership disengagement can be devastating, as historical precedents demonstrate. In 2017, General Electric’s slow response to market changes, attributed partly to leadership lethargy, led to strategic missteps and plummeting investor confidence. That same year, Uber’s leadership crisis under Travis Kalanick illustrated how executive detachment can trigger a cascade of departures and cultural decay. These cautionary tales suggest that the cost of ignoring leadership disengagement far exceeds the investment required to prevent it.
The challenge is compounded by what might be called the loneliness of command. “Leaders also need someone to talk to, someone to mentor and guide them,” Pandey emphasises. “But in Indian organisations, there is no safe space for top executives to express their stress or burnout.” In a culture where vulnerability is often equated with weakness, CEOs and CXOs find themselves isolated precisely when they most need support. This isolation is particularly acute in traditional Indian businesses, where hierarchical structures can create insurmountable barriers to honest dialogue.
The impact ripples through organisations like poison in the bloodstream. Disengaged leaders make uninspired decisions, which in turn affects workforce motivation and performance. When employees sense their leaders’ indifference, they question their own commitment. Innovation stagnates, talent departs, and competitive edge dulls—all while the company’s vital signs appear normal. The damage often becomes apparent only when it’s too late to implement easy fixes.
The solution requires a fundamental rethink of corporate culture. Progressive organisations are moving beyond profit-driven metrics to redefine success through broader missions that energise their leadership. “Driving purpose beyond profits is a key engagement strategy,” notes Pandey. “Leaders must feel like they are contributing to something meaningful.” Some Indian companies are already experimenting with novel approaches, including sabbaticals for senior executives, rotation programmes that offer fresh challenges, and structured mentorship networks that provide emotional support.
Equally crucial is the need for structured support systems. Executive coaching, mental health resources, and mentorship programmes—long standard in Western corporations—must become commonplace in Indian boardrooms. “If senior leaders are not learning, they are stagnating,” warns Singh, advocating for lateral moves and cross-functional projects to keep leadership roles dynamic and challenging. The most forward-thinking organisations are also investing in leadership development programmes that address both technical skills and emotional intelligence.
Perhaps most importantly, companies must create environments where leaders can acknowledge stress without fear of judgment. The current stigma around executive burnout serves neither the individual nor the organisation. This cultural shift requires more than just wellness programmes; it demands a fundamental reassessment of what constitutes effective leadership in the modern era.
As India aspires to economic superpower status, the quality of its corporate leadership will prove decisive. The challenge is not merely to prevent quiet quitting at the top but to foster a new model of sustainable leadership—one that balances ambition with well-being, profit with purpose, and performance with personal growth. This model must be uniquely Indian, drawing on the country’s rich cultural heritage while embracing global best practices.
The alternative is a future where companies find themselves technically led but spiritually adrift, their corner offices occupied but eerily quiet. In the end, leadership quiet quitting is not just a human resources challenge—it is a threat to India’s corporate ambitions. The time to break the silence is now, before the quiet becomes deafening.
