The high employee turnover rate in the U.S. restaurant industry constitutes a major expense for restaurants. The research problem for this study was to determine if restaurant employees\u27 perceptions of their supervisor\u27s servant leadership practices were associated with the employees\u27 organizational commitment and perceived organizational support, which have been shown to reduce turnover. Greenleaf\u27s servant leadership theory provided the theoretical framework. The research question for this study was whether restaurant employees\u27 perceptions of their supervisor\u27s servant leadership practices were associated with the employees\u27 organizational commitment and perceived organizational support, thereby potentially reducing employees\u27 turnover rate. A purposive sample of 88 nonsupervisory employees of several South Florida casual dining restaurants completed a demographic questionnaire, short forms of the Servant Leadership Scale and Survey of Perceived Organizational Support, and the Organizational Commitment Scale. Correlation analysis was used to determine any significant (p \u3c 0.5) relationships between the independent and dependent variables. The study correlation results suggested that instituting a servant leadership approach may enable casual dining restaurants to raise their nonsupervisory employees\u27 organizational commitment and perceived perception of organizational support, thereby possibly retaining them longer. The findings have implications for social change because they may motivate casual dining restaurants to institute servant leadership, thereby potentially increasing the well-being and job satisfaction of their employees and the service experience of their customers
