Introduction Formed in 1994, Crescent Point Energy is a mid-sized conventional oil and gas company, headquartered in Calgary, Alberta, Canada. Since going public in 2001, Crescent Point has focused on properties consisting of high-quality, long-duration managed light oil and natural gas reserves in the United States and Canada (Crescent Point Energy Corporation [CPG], 2013a ). To ensure the continuation of the company's successful business plan, Crescent Point recently converted to a dividend-paying company, opened an office in Denver, Colorado, and went public on the New York Stock Exchange (CPG, 2013b). The team decided to collectively interview and analyze Crescent Point's operational accounting manager, Lisa Howland. Ms. Howland has been with Crescent Point for the past nine years and currently manages 22-25 employees in various operational accounting departments. Literature review1. Employee Retention for Sustainable Development Varaprasad Goud (2014) began this article by acknowledging that “the retention of skilled employees globally has been a serious concern for managers in the face of the ever-increasing rate of employee turnover” (p.10 ). In today's competitive business environment, the loss of a qualified employee can expose an organization to multiple setbacks, which can be extremely exorbitant. This is because, not only are there expensive replacement costs and decreased productivity, but skilled employees will often “migrate to competing organizations with knowledge gained from their former employers” (Goud, 2014, p.11). Situations like this require managers to develop retention strategies, which will help ensure that essential employees remain with… middle of paper… to meet their leader's expectations, while transformational leaders motivate their followers to perform above and beyond what is expected of them” (Breevaart et al., 2014, p.139). It is also important to note that “every leader uses both transactional and transformational leadership to some extent, but more effective leaders use transformational leadership more frequently” (Breevaart et al., 2014, p.139). The article lists many skills possessed by an inspirational and transformational leader, such as the ability to “stimulate followers to prefer the group's interest over their own personal interests” (Breevaart et al., 2014, p.141). . Their most influential strength is the ability to “communicate an attractive vision of the future and show confidence in the ability of their followers to contribute to the realization of this vision” (Breevaart et al., 2014, p..142).