This study aimed at understanding the extent to which transformational leadership behaviors exhibited by leaders would vary depending upon followers’ socialization patterns. The role of LMX was also studied.The findings show that subordinates’ being socialized to be assertive is negatively correlated to superiors’ transformational leadership. LMX as perceived by subordinates is not related to superiors’ transformational leadership. However, LMX is positively related to subordinates’ being socialized to be self-confident. These findings have important implications for practicing managers while recruiting new candidates, forming teams, and while formulating organizational human resource policies.