Quiet Quitting in recent times has emerged as a significant global organizational challenge, leading to adverse consequences for organizations. Despite its growing relevance, research on this phenomenon remains limited, particularly regarding the role of leadership. This study investigates the influence of laissez-faire leadership (LFL) on employee quiet quitting behaviours via the mediating effects of role stress and exhaustion and the moderating role of psychological detachment. A four-wave time-lagged survey was conducted among 367 full-time employees in Ghana, with data collected at one-month intervals. Regression analyses revealed that LFL was indirectly associated with higher levels of quiet quitting via increased role stress and exhaustion. However, this indirect positive effect of LFL on employees' quiet quitting behaviours was lower for employees who were able to psychologically detach after work. These findings emphasize the subtle yet harmful effects of leader passivity on employee disengagement and highlight the critical role of recovery experiences in mitigating these effects. Organizations should prioritize leadership development programs to address the negative effects of laissez-faire leadership and foster a work environment that encourages employees to psychologically detach after work, mitigating stress and exhaustion.