The aim of this study was to examine the effects of supervisory justice on employee trust in leadership. The study was conducted on a convenient sample (N=673) of 32 various hierarchically structured organizations that represent a variety of different industries. The aim was to determine the correlation and the contribution of the supervisory justice dimensions and overall supervisory justice to employee trust in leadership, and to explore whether there are differences in supervisory justice perception and trust in leadership due to some demographic characteristics. Significantly positive correlations have been determined between trust in leadership, dimensions of supervisory justice and overall supervisory justice. The results of regression analyses suggest that the interactional justice is the strongest positive predictor of trust in leadership, while the dimensions of supervisory justice all together explain total 72% of trust in leadership variance. Results of one-way analyses of variance show that there was a statistically significant difference of overall supervisory justice regarding tenure, educational level, and hierarchical position in organizations. Also, statistically significant difference was found in perception of distributive supervisory justice regarding the educational level, and hierarchical position in organizations; in perception of procedural and interactional supervisory justice regarding tenure and hierarchical position in organizations. Finally, it was shown that there is a significant difference in trust in leadership regarding tenure, and hierarchical position in organizations.