Academic Advising Staff Turnover at a 2-year College

This qualitative exploratory case study allowed the researcher to examine the critical factors between staff retention and leadership at a large 2-year community college. The problem central to this study was the high staff turnover rate at a large 2-year community college. The purpose of this study was to identify leadership and organizational aspects that positively or negatively impact employee retention. A case study methodology was utilized to collect data for this research by conducting 10 semistructured interviews with advisors at a large 2-year community college. The interviews were conducted virtually in Microsoft Teams and then transcribed for data analysis. The study sample consisted of academic advisors with at least 1 year of experience at the institution, allowing for in-depth exploration of their perspectives on leadership and culture. Data analysis included in vivo, process, and values coding to identify recurring themes related to leadership styles, organizational culture, and retention. Key findings indicated that advisors who perceived leadership and organizational culture as supportive, communicative, and empowering were more likely to feel valued and remain at the institution. Conclusions from this study suggest that leaders who integrate transformational leadership behaviors focusing on individualized support and motivating employees can create an environment that reduces burnout and turnover. The study also concludes that a supportive organizational culture can contribute positively to advisors’ sense of belonging and commitment. Recommendations for future practice include enhancing communication structures and leadership development to maintain a supportive and collaborative work culture. Future research should examine the role of leadership in community college settings to better understand the dynamics that influence advisor retention.