Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


David Blum


AbstractBanking leaders are negatively affected when employees voluntarily leave their employment. Banking leaders who implement strategies can enhance employee satisfaction to mitigate voluntary employee turnover. Grounded in the transformational leadership theory, the purpose of this qualitative multiple-case study was to explore strategies some banking leaders use to mitigate voluntary employee turnover. Participants were five banking leaders from local and international banks, four banks in Lusaka, Zambia, and one bank in Dar es Salaam, Tanzania, who successfully implemented strategies to mitigate voluntary employee turnover. Data were collected from semistructured interviews and company documents and analyzed using Yin’s five phases. Three themes emerged: leader communication to build employee trust and engagement, using remuneration and benefits to retain employees, and using training and development for employee retention. A key recommendation for banking leaders is to offer succession planning and training opportunities that ensure employee career growth. Implications for positive social change include the potential for employees to volunteer in local communities, increase tax revenues to provide improved social services, create more stable employment opportunities for community members, and improve community engagement with employees through mentoring and tutoring.