As cross-sectional data was used, nothing can be said about the direction of influence. In addition to the assumption set up here - that employees with high self-efficacy are more likely to perceive transformational leadership than employees with low self-efficacy - the other direction of influence could also be valid: That is to say that the positive correlation found in this study could also be due to leadership behavior that influences and enhances self-efficacy. Schyns (2001) proposes that different processes could be responsible for such an effect: Employees’ self-efficacy is influenced by the possibilities a leader provides for the employee to execute certain behaviors, as well as by vicarious experience, and by the leader’s verbal persuasions. Natanovich and Eden (2001) found a positive correlation between leadership behavior and selfefficacy in a longitudinal design indicating that leadership behavior can influence self-efficacy.