This research tests the extent to which the social processes of leadership, as derived from the full grounded theory method, may be tapping constructs other than those measured by existing measures of transformational leadership. The impact on work unit outcomes of two measures of transformational leadership and the social processes of leadership scale (SPL) were tested. Comparative structural equation modelling was undertaken. It was found that, with one exception - 'active management processes', normally classified as transactional management - measures of transformational leadership are probably pre-existing measures of the social processes of leadership in organisations. The use of the grounded theory method to research leadership is supported. Hierarchy of Abstraction Modelling is useful as a training tool and as a representation of research findings.