Turnover and the existing "revolving door" effect is a prevalent aspect of higher education fundraising roles, and retention and recruitment of productive fundraisers and development staff is a challenging task. Although there are several reasons why fundraisers might leave a position (salary, title, location), one area that is a considerable driver of turnover is how they are treated by their supervisor. To this end, this study seeks to identify whether servant leadership is associated with reduced turnover intention among higher education fundraisers and development staff. Secondarily, this relationship is being observed alongside the potential mediating effect of challenge and hindrance stress. [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://www.proquest.com/en-US/products/dissertations/individuals.shtml.]