The current nursing shortage has been documented throughout the United States and predicted to peak over the next 10 years with the impending retirement of the nurse Baby Boomer generational cohort. Generation Y newly licensed registered nurses (NLRNs), the future registered nurse workforce, have experienced exceptionally high job turnover rates. Generation Y NLRN retention has been identified as the fundamental strategy for managing the future nurse workforce supply-demand equation. A significant contributing factor related to nurse job turnover and retention decisions was nurse leadership style. Nurse leaders faced with the changing demographics in the nurse workforce must be prepared to effectively manage the influx of new younger employees with different workplace expectations and needs. The purpose of this quantitative research study was to examine the relationship between transformational leadership behaviors of nurse managers and Generation Y NLRNs’ intent to leave their current acute-care staff nurse position. A nonrandom, purposive sample was selected from the target population of registered nurses listed on the online Florida Board of Nursing Licensure Database. Participants were asked to complete the Multifactor Leadership Questionnaire (MLQ-5X) and the Anticipated Turnover Scale (ATS). Sixty-five participants responded to all survey questions yielding a 24.3% response rate. Pearson correlation statistics and multiple linear regression analysis were conducted to test the hypotheses. The results indicated a strong negative correlation between perceived nurse manager transformational leadership behaviors and Generation Y NLRNs’ turnover intention, where p<.001. Pearson’s r-value for each of the four transformational leadership behavior variables included: Idealized Influence Behavioral (-0.91), Inspirational Motivation (-0. 91), Intellectual Stimulation (-0.90), and Individualized Consideration (-0.92). The collective combination of perceived transformational behaviors predicted Generation Y NLRN turnover intention slightly better than any single transformational leadership behavior, R² = 0.856, adjusted R² = 0.847, F(4,60) = 89.27, p = <.001. The study results suggested that the combination of idealized influence behavior and individualized consideration was a slightly better predictor of Generation Y NLRNs’ turnover intention than any single transformational leadership behavior. Future research is recommended to replicate this study among Generation Y NLRNs in other regions in the United States using a larger sample size.