Prof. Ken Parry's (1998) conceptualisation of leadership as a social process provoked a shift in the understanding of the processes of influence in the context of achieving adaptation and change in response to changes in an organisation's environment. Reflecting on the state of leadership literature in recent years, we answer Ken's (2013) challenge to broaden our understanding of the positive outcomes achieved by social processes of leadership. Building on Ken's work, we propose a research framework that makes a linkage between the social processes of leadership, positive organisational behaviour, and specifically psychological capital.