This study explored the differential effects of two leadership constructs grounded in the positive social exchange perspective on loyalty to supervisor and on organizational citizenship behavior. The two leadership constructs examined were (1) a new western positive leadership construct, authentic leadership, and (2) a type of Chinese-specific positive leadership, benevolent leadership. Using a two-stage data collection procedure, an empirical study was conducted with a valid sample of 378 subordinates in Taiwan. Structural equation modeling results suggested authentic leadership and benevolent leadership are empirically two different constructs. We found a strong significant relationship between benevolent leadership and loyalty to supervisor, as well as between authentic leadership and loyalty to supervisor, but the former was stronger. There was a significant relationship between authentic leadership and organizational citizenship behavior, but not between benevolent leadership and organizational citizenship. These findings suggest the better the fit between leadership and the context specific mechanism, the better influences they would have.