This study aimed to reveal the extent to which the leadership styles of school principals predict teachers’ organizational alienation, and to examine the relationship between their leadership styles and teachers’ organizational alienation. In this study, the leadership was limited to autocratic and democratic leadership. However, the concept of organizational alienation was examined under its sub-dimensions. The study employed a correlational survey model. The universe of the study consisted of 13.134 public school teachers. Views of 661 teachers were obtained through a disproportionate sampling method from the universe. While “The Leadership Style Behaviour Scale” (Taş, Çelik, and Tomul 2007) was employed to determine the leadership styles of school principals, the “Occupational Alienation Scale” (Elma 2003) was employed to measure the organizational alienation of teachers. The “Leadership Styles Behaviour Scale”, developed by Taş, Çelik, and Tomul (2007) to measure the leadership styles demonstrated by school principals, consists of 59 items and five sub-dimensions. The “Occupational Alienation Scale”, developed by Elma (2003) to measure the organizational alienation of teachers, consisted of four sub-dimensions and 38 items. The data were analysed using one-way variance analysis (ANOVA), correlation, and regression analyses. As a result, the study found significant differences between teacher perspectives concerning leadership and organizational alienation concepts according to school seniority. There was also a significant relationship between the leadership styles of principals and teachers’ organizational alienation. And, the leadership styles of principals predicted the organizational alienation of teachers.