The degree to which members of a company identify with it, feel like part of a family, and define themselves through their company affiliation (I am an Opel employee or I work at Daimler) is called organizational identification. This chapter first briefly outlines the consequences of strong identification for important organizational outcome factors such as job satisfaction, performance, innovation, or intentions to quit. Subsequently, the identity transfer model is described, and empirical findings are used to demonstrate the important role that leaders play in building the identification of their employees. Finally, concrete design measures for identities in teams and companies are described.