srjebmSRJEBMSRJEBM2788-9505https://doi.org/10.47310/srjebm.2026.v06i01.005Influence of Leadership Behavior, Organizational Culture and Organizational Commitment on Employee Turnover IntentionAmritaGhoshFaculty of Management, G.N.S.U, Sasaram, Rohtas, IndiaEmployee turnover remains a critical challenge for organizations, affecting operational efficiency, costs, and workforce stability. This chapter examines the influence of leadership behavior, organizational culture, and organizational commitment on employee turnover intention. Drawing upon Social Exchange Theory, Leader–Member Exchange Theory, Transformational Leadership Theory, and Organizational Commitment Theory, the chapter highlights how transformational, ethical, and supportive leadership reduces turnover intention by enhancing employee engagement and satisfaction. Organizational culture, encompassing shared values and norms, shapes employee perceptions and retention, with positive and aligned cultures promoting commitment and reducing attrition. Organizational commitment—particularly affective commitment—mediates the relationship between leadership, culture, and turnover intention. Empirical studies across multiple industries reinforce the interdependent roles of leadership behavior, culture, and commitment in influencing employees’ decisions to stay or leave. A conceptual framework integrating these factors is proposed to guide organizational strategies aimed at reducing turnover. The findings underscore the importance of holistic retention strategies addressing leadership development, cultural alignment, and commitment enhancement to foster organizational stability and long-term performance.