<![CDATA[The hospitality sector faces a serious dilemma as silent resigning becomes more common, especially when it comes to maintaining employee engagement and organisational efficacy. Although workload, leadership, and job happiness have all been studied separately in the past, there are still few empirical studies that look at how job satisfaction mediates the relationship between workload, leadership, and silent quitting in the context of hospitality. In addition to examining whether job satisfaction mediates these associations among staff of five-star hotels in Semarang, Indonesia, this study aims to investigate the direct impacts of workload and leadership on job satisfaction and quiet quitting. 125 hotel workers participated in the study, which used a quantitative explanatory design. After the validity and reliability of the instruments were evaluated, data were collected using structured questionnaires and analysed using multiple linear regression and path analysis using SPSS. The findings show that while silent resignation increases, workload dramatically lowers job satisfaction. On the other hand, leadership considerably raises job satisfaction and lowers silent resignation. The impacts of workload and leadership on quiet quitting are partially mediated by job satisfaction, which has a strong negative correlation with quiet quitting. This study's primary contribution is the inclusion of job satisfaction as a mediating mechanism that explains how management and organisational factors influence quiet resignation in the hotel industry. The results indicate that in order to increase employee happiness and reduce silent resignation, hotel management should place a high priority on efficient leadership techniques and fair workload distribution]]>
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