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Abstract

Quality leadership in a school district is critical to school improvement (Dunlap, Li, & Kladifko, 2015; Kersten, 2009; Leithwood, Seashore, Anderson, & Wahlstom, 2004). School leaders must be capable of providing vision, focus, and support to their staff, in order to facilitate a positive working culture, and achieve sustainable academic success. Given the competitive nature and complexities of building a quality workforce, when a quality leader is hired, it is typically in the best interest of an organization to retain this talent. However, planning for employee retention requires a detailed understanding as to why an individual desires to leave their current job (Hackett, 2015). This can prove to be even more challenging in school systems where applicant pools are often limited.

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