iarjbmIARJBMIARJBM2708-5147https://doi.org/10.47310/iarjbm.2026.v07i01.004Determinants of Employee Turnover: The Role of Leadership Practices, Workplace Culture, and Organizational CommitmentAmritaGhoshFaculty of Management, G.N.S.U, Sasaram, Rohtas, IndiaEmployee turnover continues to be a major organizational challenge, particularly in highly competitive sectors where talent scarcity intensifies retention pressures. This chapter explores the determinants of employee turnover with a focus on leadership practices, workplace culture, and organizational commitment. Building upon contemporary organizational behavior literature, the chapter highlights how strategic leadership practices such as participative management, coaching-based leadership, and fairness-driven supervisory behavior help minimize turnover intentions. Workplace culture is examined through the lens of psychological climate, inclusivity norms, communication transparency, and cultural safety—factors found to significantly shape employees’ continuance within organizations. Organizational commitment is discussed as a multidimensional construct that anchors employees’ attachment to their workplace, influencing their decisions to remain or leave. Integrating these three domains, the chapter proposes a determinant-based retention model demonstrating how leadership, culture, and commitment jointly function as primary predictive mechanisms of turnover. Practical implications for leaders and human resource (HR) strategists are offered to assist in building sustainable retention systems.