This study examined the relationship between trust and leader empowering behaviors across 250 matched pairs of leaders and employees in a Fortune 500 Midwestern U.S. company. The relationships between propensity to trust, trustworthiness, trust, a meta-perception of trust, and leader empowering behavior were examined. The goal of this study was to test the mediating role of trust and/or the meta-perception of trust on the relationship between trustworthiness and leader empowering behavior. This study obtained both leader and employee ratings, which permitted the examination of both single source and multi source data. Results supported a partial mediation effect indicating that trust and the meta-perception of trust partially mediated the relationship between trustworthiness and leader empowering behavior. This study is important because previous research has predominantly focused on examining employee perceptions of trust, this was the first study to explore the meta-perception of trust, and this study transferred measures of leader empowering behaviors to more behaviorally-based statements. Implications of this study are explored.