This study explored the relationship between transformational leadership and trust in schools. The central thesis is that high levels of trust should significantly correlate with transformational leadership behaviors by school principals. The study involved a sample of 451 teachers in 39 public secondary schools located in four suburban areas surrounding a large northeastern city. Participants completed the Trust Scale and the Multi-Factor Leadership Questionnaire (X) Short Rater Form (MLQ), which empirically measure trust and transformational leadership characteristics. Study data were then analyzed by regression techniques. Results indicated a significant correlation between the Trust in Principal score on the Trust Scale and Transformational Leadership score on the MLQ. This relationship did not hold between the Trust in Colleagues score on the Trust Scale and the Transformational Leadership score on the MLQ. The relationship was also not present between the Trust in Organization score on the Trust Scale and the Transformational Leadership score on the MLQ. Apparently, the relationship existing between trusted principals who are transformational leaders and faculty does not translate into a trusting relationship among colleagues or a trusting relationship between teachers and the school organization. Contains 5 tables, and 13 references. (Author/MLH)