While previous research focused on team member characteristics in explaining team identification, we extend this line of inquiry by introducing team leaders’ as well as organizational characteristics into the literature. We argue that team leaders’ organizational embodiment increases members’ team identification, which, in turn, increases their helping behavior in the teams. We also argue that these relationships are more pronounced for individuals who experience higher levels of perceived supervisor support and perceived organizational support. Our arguments received suport in a survey with 388 employees working in 59 teams of a publicly-funded R&D institute in Taiwan.