Banks are in a precarious position due to increasing corporate losses from prolonged instances of employee-driven occupational fraud. The purpose of this single case study was to explore the leadership strategies some bank leaders used to reduce corporate losses from occupational fraud. The fraud triangle theory was the conceptual framework for this study. Data collection consisted of semistructured interviews with 11 bank managers at various levels within the bank, and a focus group session with 8 frontline managers. Data were analyzed using Yin's 5-step data analysis process, which entailed descriptive coding and sequential review of the interview transcripts. Member checks and interviewing until data saturation occurred helped to ensure the trustworthiness of the findings. Six themes emerged as the key study findings: effective communication, leading by example, empowerment, incentivizing, engendering trust, and personal integrity. Managers use of strategies incorporating these themes helped to improve employees' commitment to achieving their organization's corporate vision and establishing a sense of ownership whereby the employees would better protect and value organizational assets. The board of directors, senior managers, and frontline managers could all apply the strategies, thus reducing the likelihood of occupational fraud. Application of the study findings could contribute to social change by enabling bank leaders to create a positive organizational environment in which their employees make better choices to behave ethically, demonstrate financial responsibility with regards to corporate assets, and become principle agents of the organization.