Abstract
Preparing future leaders is one primal and challenging issue in the contemporary organizations. Within leadership research a new area based on ethical values and linked to positive organizational outcomes is servant leadership. Based on literature servant leadership is a construct that explains key attributes of leaders who first serve and then lead. To support this idea the concept needs more empirical explanation. The premise of this research is that the attributive values of servant leaders play an integral part in capturing and maintaining the trust of its followership. However, not all leadership styles are driven by the idea to reciprocate trust in a positive way. Moreover the absence of trust often leads to issues of a non committed workforce and untrustworthy leadership. A cross sectional survey was used to collect data from (N= 300) employees in a large public organization in Punjab Pakistan. Applying quantitative analysis results supported three out of four hypotheses. This research aims at providing empirical evidence to examine servant leadership and employee trust.