This paper focuses on the relationship between leadership and organizational commitment in the Indian context. It traces the research on leadership and commitment and arrives at a conceptual framework establishing the linkages between the relevant variables. Data was collected through questionnaires to measure leadership styles and organizational commitment. A total of 239 responses was gathered from employees working in banking, higher education, Information Technology and manufacturing sectors. The research finds a positive linkage between leadership style and organizational commitment. One important finding of the study has been that, in the Indian context, contingent reward is perceived more transformational than transactional factor. Implications of this study on managerial practice are also discussed.