The document summarizes a dissertation that explored the impacts of different leadership styles on employee stress, well-being, and trust. Through qualitative interviews, it found that employees reported lower stress, higher well-being, and more trust when they felt close to their leaders. While leadership was not the main factor in stress, employees saw leaders as able to buffer or exacerbate stress. Transformational leaders tended to build better relationships and were associated with lower stress, higher well-being, and more trust than transactional leaders. The implications are for all leaders to focus on enhancing relationships with employees.