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AbstractThree studies examine the utility and validity of the Turkish version of the leader apology measure using organizational samples from several industries. Study 1 (N = 263) indicated that four distinct and internally consistent factors shaped employee response to the leader apology measure. The proposed four‐factor structure of leader apology was confirmed by confirmatory factor analysis in Study 2 (N = 207). Leader apology measure was positively associated with authentic leadership, employees' organizational identification, and work engagement. Study 3 (N = 166) provided concurrent evidence that leader apology is positively associated with follower job satisfaction, and transformational leadership mediates this relationship. The results suggest that manager–employee relationships may benefit from leader apology.