This report examines the correlation between staff turnover and leadership, focusing on Boots as a case study. It begins with an introduction to corporate strategy and governance, highlighting the significance of employee turnover and its impact on organizational performance. The report outlines the background of the issue, emphasizing the financial and operational consequences of high staff turnover, including direct and indirect costs, and its effects on productivity, service quality, and brand reputation. The aim of the study is to investigate the relationship between staff turnover and leadership, addressing research objectives that include determining the indicators of staff turnover, identifying the main indicators of good leadership, and analyzing their relationship. The literature review covers determinants of staff turnover such as low compensation and lack of enforcement of labor rules, and the impact of turnover on cost implications, business performance, and control. The report also explores Porter's Generic strategies and Maslow's motivational theory, providing a comprehensive analysis of the factors influencing staff turnover and the role of leadership in mitigating this issue. The report also includes research questions, the rationale of the study, and a detailed literature review, offering insights into the determinants of staff turnover, indicators of good leadership, and the relationship between the two. The study aims to provide recommendations for Boots to achieve staff retention.