Retention in U.S. organizations today is a critical challenge, especially in the age of The Great Resignation, The Great Migration, and quit culture. The problem is leaders in the United States must find strategies to retain employees. A gap in the literature revealed the need to explore other correlations that leadership coaching can have on organizational effectiveness. The purpose of this basic qualitative study was to explore the perceptions of 10 U.S. organizational leaders and two employees from their organization, for a total of 30 participants, regarding the impact leadership coaching has made as a retention strategy. Path-goal and transformational leadership theory provide a theoretical framework underpinning the study. The research questions explored the perceptions of 10 U.S. organizational leaders regarding the impact of leadership coaching as a retention strategy, the perceptions of the employees from the 10 U.S. organizations regarding the impact of leadership coaching as a retention strategy, and any difference leadership coaching made in employees staying with their organizations for at least six months. A basic qualitative study of 10 U.S. leaders and two of their employees, for a total of 27 participants who have engaged in leadership coaching for at least 6 months to 1 year, including a score of 1 or 2 on the Leadership Coaching Criterion Rubric, was included as part of inclusion in the participant pool. A semi-structured interview protocol was administered to collect data, and data analysis was coded using thematic analysis. Leaders and employees overwhelmingly indicated that leadership coaching is critical to retention. [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.]