PMP Practice: Inspire, motivate, and influence team members/stakeholders

Quinn Nakamura-Rivera is leading an agile project at Controlled Avalanche Co to develop a mobile app for mental health tracking. During the second sprint review, the product owner, Aryan Chattopadhyay, expresses frustration that the team is not moving fast enough and insists they should work overtime to deliver more features. The development team pushes back, stating they are already working at full capacity and that forcing overtime will lead to burnout and defects. Dante responds by saying he has budget pressure from executives and needs visible progress immediately. The team's morale is visibly dropping, and two developers have privately told Quinn they are considering leaving the project. What leadership approach should Quinn use to address this situation?