Employee retention in Ghanaian banks remains a pressing concern due to job dissatisfaction and limited career growth. High turnover disrupts operations, increases recruitment costs, and weakens institutional knowledge, affecting service quality and financial performance. The banking and finance industry experiences some of the highest turnover rates, with estimates reaching 18.6%, highlighting the need for leadership strategies to enhance workforce stability. As a key economic driver, the banking sector relies on leadership to maintain employee commitment and long-term sustainability. Servant leadership (SL), emphasizing trust, motivation, and employee well-being, presents a viable approach to addressing retention challenges. This study is a systematic review, analyzing research trends and gaps using EBSCO’s database and Google Scholar. From 492 articles, eleven relevant studies were selected. Trust, job satisfaction, and motivation emerged as mediators of employee retention, strengthening SL’s role in improving workforce stability. Future research should apply a quantitative survey-based study to measure SL’s impact on retention and a qualitative phenomenological study to examine employees’ experiences under SL-driven leadership. A deeper understanding of SL’s effectiveness will help financial institutions refine leadership strategies, improve engagement, and create a stable workforce for long-term success in Ghana’s banking sector.
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