If you're a sociopath, it's unlikely you'll build loyalty.
If you're a micro-manager, you're unlikely to build loyalty amongst autonomous self-starters (which is who you should be recruiting and growing).
If you're just an unlikable jerk, and think respect or fear alone will build loyalty, you'll only have it from those who can't find somewhere else to go.
Which isn't loyalty.
So pay attention to your leadership style. It doesn't mean you need to go overboard on theatricals: in fact, in his excellent book "Good to Great", Jim Collins identified the Level 5 leader as one who encompasses "personal humility and indomitable will". Charisma? Nice, but not essential (and in his study, often counter-productive).
But sitting behind a desk in the corner looking morose won't cut it either.
I'll write more on leadership in another post, but what has always worked for me was based on a simple premise. Namely that leadership is simply a role, not a position of superiority or infallibility. We can very easily believe our own hype if we're not careful. Fall into that trap, and not only will loyalty be compromised, but so will the future of your company as you close your blinkers to ways to move your business forward.
In my case, having inherited a team which felt very little or no loyalty to its leaders or employer, it meant demonstrating first my own loyalty to the team. One of their biggest gripes at the time was feeling that their management didn't value them as individuals - typified by a career development process where nothing was documented or reviewed, where it wasn't uncommon for the focus of career development meetings to be on the manager rather than the team member, and where nothing constructive to develop the consultant happened between one session and the next.
So my first action was to personally have full one-on-one career development sessions with the whole team (numbering around 60 at the time), leaving no topic off the table, personally documenting each session, and putting in place a structure to make career development integral to how we did business.
Was that hard? It was a hellish few weeks of very late nights, emotionally demanding and sapping. But if I was to expect any loyalty from my team, I needed to demonstrate that I would be loyal to them. Besides which, they were only on loan to me for this part of their overall career, and it would have been selfish in the extreme not to help them make the most productive advances in their careers during the time they were with me that we could muster.
So my question to you is whether your team feels and sees that you are in it as much for them as you expect them to be for you?