Recent theoretical and empirical research focused on the role of affect in the process of leadership. It was proposed that followers’ interpersonal affect toward their supervisor biases the assessment of transformational leadership. In order to extend this work, the present study focused on other important, additional leadership constructs (i.e. transactional, laissez-faire, consideration, initiating structure, leader–member exchange, and ethical leadership). Utilizing data from eight empirical studies (total sample size N = 2213), it was found that liking considerably impacted the assessment of all of these leadership constructs. In addition, the convergence between these leadership constructs was biased by liking. Overall, the role of liking in the leadership process was highlighted.