Abstract
Industrial business-to-business (B2B) sales organizations have been confronted with unprecedented turnover rates in the post-COVID-19 U.S. economy, prompting a reevaluation of leadership practices and employee retention strategies. This Dissertation in Practice (DIP) investigates the relationship between perceived leadership styles of sales managers and turnover intentions among salespeople in the complex B2B sales environment. Grounded in quantitative correlational design, the study examines transformational and transactional leadership styles and their influence on employee commitment and attrition. Drawing from a comprehensive literature review and empirical data, the research identifies leadership perceptions associated with turnover intention and offers actionable recommendations for sales leaders and executives. By bridging theory and practice, this study contributes to the evolving discourse on sales leadership and workforce stability in B2B industrial contexts.
Keywords: turnover intentions, transactional leadership, transformational leadership, B2B sales, sales managers, industrial