Employee turnover is a challenge for all organizations, including higher education. Public universities are losing staff members who are critical to the successful operation of these universities. High employee turnover translates to costly operations. Past research has shown that leaders and their leadership styles have been determined to be one key factor that affects voluntary employee turnover. The purpose of this descriptive, non-experimental, quantitative correlational study is to examine Leadership Effectiveness, Leadership Adaptability, and Employee Turnover Intentions at a public university in Arizona. The Situational Leadership® model was employed as the framework for successful leadership and formed the basis for the survey questions. The study found a statistically significant relationship between employees' voluntary turnover intentions and their perceptions of their supervisors' leadership effectiveness (r[subscript p] = -0.48, p <0.001), which indicates a weak association. This result suggests that as leadership effectiveness increases, employee turnover intentions decrease. The study found no statistically significant relationship between employees' voluntary turnover intentions and their perceptions of their supervisors' leadership adaptability, or ability to use multiple leadership styles. Several recommendations were made for future research. Supervisors and organizations can benefit from this study by understanding the importance of applying the appropriate leadership style to meet employee needs. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]