This book aims to provide a better understanding of the associations between specific leadership styles, ‘trust in leader’ and organizational identification. It presents the results of a study conducted in Turkey. This is one of the very first studies which empirically examines authentic leadership together with transactional and transformational leadership. The results of the study indicate that all the leadership styles have positive and strong relations with ‘trust in leader’, as well as a relation with ‘organizational identification’, albeit a relatively low or moderate one. The study shows that ‘trust in leader’ seems to be related to contingent reward, intellectually stimulating and transparent behaviors of leaders. It also illustrates that the only reason that authentic and transactional leaders create organizational identification is the trust they create on their followers. The findings also lead to a better understanding of a new concept: authentic leadership. Transparency and self-awareness are found to be the base of this leadership style.