Date of Conferral



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


Business Administration


Gwendolyn Dooley


Decreased performance from high employee turnover can result in lower organizational profitability. Business leaders of sales organizations who lack leadership strategies to reduce voluntary turnover experience high turnover rates among millennials and observe significantly lower organizational productivity and profitability. Grounded in transformational leadership theory, the purpose of this qualitative multiple case study was to explore what strategies some business leaders in sales organizations used to reduce voluntary turnover among millennial employees. The participants comprised five leaders in sales organizations from Southern California who experienced a reduction in voluntary turnover among their millennial employees. Data were collected from semistructured interviews and company documents that included employee handbooks and employee records. The data were thematically analyzed, resulting in four primary themes: (a) coaching, (b) motivating, (c) challenging intellectually, and (d) building personal relationships. A key recommendation for business leaders is to focus on building personal relationships with their employees to help reduce the rate of voluntary turnover. The implications for positive social change include enhancing the local economy by creating increased job stability for millennial employees. Millennial job stability may occur by reducing voluntary turnover among this working group.