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Leadership Practices of a Principal in a High School with a High Teacher Retention Rate Ronald A. Branch II As political and societal expectations for our nation's public school system continue to increase, leaders of local school systems are ever mindful of the demands for continual improvement. The cornerstone for this improvement is the classroom teacher. Research has supported the idea that teacher experience is influential in the effectiveness of the teacher. The statistics on teacher attrition, though, are disheartening. The purpose for this research is to uncover emerging themes regarding the leadership practices and cultural elements that are in place in a school that has a high retention rate of teachers. This case study includes a school in the eastern panhandle of West Virginia. This school has been identified as having the highest teacher retention rate in its programmatic level in Berkeley County, West Virginia, and has one of the highest retention rates among all programmatic levels in the county. Through the use of the Leadership Practices Inventory (LPI) designed by Kouzes and Posner (2003), open-ended interviews, and a review of school documents, the researcher provides data relevant to the creation of a school culture that fosters teacher retention. This study describes the elements found in this high school that have led to the retentive culture which exists. The familial culture of this school has been affected by the leadership practices of the principal, the collegiality and friendships among the staff, and the attitudes and behavior of the students. These leadership practices and cultural elements are described in detail in order to provide an understanding of components of a school culture that leads to teacher retention. LEADERSHIP PRACTICES OF A PRINCIPAL 111