It depends on what you define as lazy and popular.

I've had staff that were visibly not working harder than other staff, but their work was of significantly higher quality than others. Since the "lazy" worker produced more and could be counted on to do the work with less supervision, I gave them more flexibility in the office. I was playing favorites, but the favorite was more valuable as an employee.

And I've had other staff that would be considered more popular, but that was in part because they would help others at work doing coordination and mentoring tasks. I would also offload some of my managerial tasks to them if I was overwhelmed even though they didn't have the title. If I offload the management of a task to someone else, I expect people to treat them with the same respect they treat me. I've seen that expectation not get followed and I've had to step in to remind staff that they need to coordinate with others, not just me.

I find that a lot of people who "do their job and go home" don't end up doing any of the coordination or communication required for their job, even though their job is technical design. They end up being worse than they think at their job because it is so hard to work with them and won't chime in on cases where there is shared responsibility.