Date of Conferral



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


Business Administration


Teresa Jepma


High voluntary turnover negatively impacts an organization's profits, resulting in high expenses for businesses. The findings contribute to practical ways for small business leaders to maintain long-term employees, minimize operational costs, and enhance local economic stability. Grounded in the concept of transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies small business leaders use to reduce voluntary employee turnover. The participants comprised 5 private industry leaders in the state of Virginia, who were successful in reducing voluntary employee turnover. Data collected through semistructured face-to-face interviews and analysis of company documents. Based on Yin's data analytical approach, 3 themes emerged: employee satisfaction, monetary incentives, and the work environment. Data analysis resulted in recommendations for action, including exit interviews, workplace culture, open communication, and creating a fulfilling environment for employees. Recommendations for action provide a way for leaders to gather valuable information from exiting employees. The implications for positive social change included the possibility to impact the communities surrounding small businesses through a stable workforce and spending of employees.