Research on the relationship of implicit motives and effective leadership emphasises the importance of a socialised need for power, whereas high levels of the need for affiliation are assumed to thwart a leader’s success. In our study, we experimentally analysed the impact of leaders’ socialised need for power and their need for affiliation on perceptions of transformational leadership and various success indicators. Using paper-people vignettes, we contrasted leaders characterised by either motive with those concerned with personalised power or achievement. Results based on N  = 80 employees show that leaders high in socialised power were rated more successful and elicited more identification and organisational citizenship behaviour (OCB) in followers, and that in most cases this effect was mediated by perceptions of transformational leadership. For all outcomes but OCB, findings remained unchanged when affiliation-motivated leaders were considered. Exploratory analyses contrasting socialised power-motivated and affiliation-motivated leaders show that with regard to attitudinal outcomes affiliation-motivated leaders were, on average, as effective as socialised power-motivated ones.