The intention to stay with an organization has become a topic of interest for organizations. Research on employee retention and leadership style has primarily been from the organizational perspective. The literature is lacking in explanations for how employees perceive leadership styles and the degree of remaining with the organization. Further, the population of this study–the Millennial military veteran—is not represented well within published research. This study explores the relationship between the intention to stay and the leadership styles of the Full Range Leadership theory, moderated by the construct of job satisfaction. Using an online survey, 175 responses were received from millennial military veteran employees of corporations in the United States. Data for each of the primary research question and three research subquestions were analyzed using hierarchical multiple linear regression and a significance level of p ≤ .05. The first model included the independent variables, a moderating variable, and four control variables. The second model included interaction variables of Transactional Leadership Style Index/Job Satisfaction Index, Transformational Leadership Style Index/Job Satisfaction Index, and Laissez-faire Leadership Style Index/Job Satisfaction Index. All leadership styles were statistically significant in predicting the Intention to Stay Index. Study results indicate the Transactional Leadership Style Index and Transformational Leadership Style Index hold the most significance in predicting the Intention to Stay Index. These findings have implications for organizational stakeholders when monitoring workforce intentions to remain with the organization.
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