Introduction Healthcare leadership, like any other leadership, is mandated to ensure that employees remain loyal to the organization they (employees) are working for. Loyalty of employees benefits an organization and helps to avoid unnecessary expenses such as training new employees by reducing the turnover rate. Leadership earns the loyalty of employees by first earning their trust. The purpose of this research paper is to show how leadership in the healthcare sector can earn trust and loyalty from the employees. It will be emphasized that these two virtues can only be earned and not demanded. Earning trust and finally loyalty are depicted as processes which the leaders have to be committed to persistently. In order to achieve the purpose of this research, secondary sources of information are utilized. Books and internet resources are used. Only those materials which focus on healthcare leadership are used. Personal insights are also added, especially in the discussion section. The order of this research starts with an abstract, findings section, discussion, and a conclusion. There is also a list of the references used in the research paper. Findings Section Loyalty Leadership in healthcare institutions presents various challenges. It has been noted that loyalties in these institutions are divided (Umiker, 2005). More often than not, workers are more loyal to workmates or unions than to their leaders. Specifically, it has been found that scientifically trained employees display more fidelity to their technical societies than to their leaders. Middle level leadership has been said to be dilemmatic because of the split loyalty they need to show to their subordinates as well as to their superiors. Leaning too far to one side leads to airing of grievances and accusation of disloyalty by the other side (Umiker, 2005). Loyalty is of great significance in the healthcare sector. Umiker (2005) argues that productivity is a primary casualty of absence of corporate loyalty which is then followed by “sloppy workmanship, apathetic employees, mediocre quality, and poor service” (p. 235). Umiker (2005) further notes that loyalty is lost when the morale of employees is destroyed and goes further to list the factors that destroy morale: “poor working conditions, poor compensation, and poor leadership skills” (Umiker, 2005, p. 235). Therefore, loyalty is of great significance, but then how can it be fostered? Some of the actions that foster loyalty are as follows – “providing a safe work environment and reasonable opportunities for advancement, offering first-class benefits, rewards for high performance, and demonstrated respect for ability” (McConnell, 2010, p. 345). Strengthening Loyalty There are various measures that can be taken to strengthen loyalty. These measures also increase the level of trust between the leadership and the employees. One of them is honesty. Leaders are advised to be honest with their employees (McConnell, 2010). Honest in this respect entails informing the employees about policies and plans that will and/or may affect them directly and/or indirectly. In this manner, trust is built between the leadership and employees and suspicion of ill motives by the employees on the leadership have no chance of developing. Leadership should