Teacher morale and retention are pressing issues that affect school quality and student outcomes. The present study investigates how school leadership practices influence teacher morale and decisions to remain in the profession. Employing a mixed-methods case study, the research combines survey data with semi-structured interviews from teachers in three secondary schools. Findings indicate that leaders who demonstrate clear communication, emotional support, and opportunities for professional growth foster higher morale and a greater likelihood of retention. Conversely, authoritarian practices and lack of recognition correlate with burnout and turnover intentions. The paper concludes with recommendations for leadership development, participatory decision-making, and institutional support to strengthen teacher commitment.