In times of increasing flexibility, leisure orientation, and frequent job changes, a sustainable identification with the employer often represents more of an exception than the norm within companies. The consequences for businesses are associated with high costs, which is why the conscious strengthening of organizational identification is considered one of the core tasks of human resource management. Stephan Böhm develops a cause-and-effect model of collective organizational identification and tests it based on a quantitative longitudinal study. He demonstrates how transformational leaders can create a sustainable identity that enhances their employees' identification and commitment while reducing the intention to resign. Using qualitative methods, the author derives well-founded practical recommendations, particularly addressing the necessary changes.