This study examines the interplay between social processes of leadership and innovation competences (trust, power and sharing) in the determination of organisational outcomes within the Australian university sector. The study adds to empirical research on the role of social processes of leadership in enhancing social and human capital while also investing in organisational internal knowledge development. This article also adds to previous research examining the interplay between leadership and innovation and how they influence operational outcomes (new product and process development, satisfaction and effectiveness) of self, of the work unit, and of the organisation. Using a sample of 200 employees from two large public Australian universities, our research findings indicate that leadership significantly and positively related to innovation competencies of trust and sharing. Furthermore, leadership was significantly and positively related to organisational operational effectiveness.