The Relation Between Self-Leadership and Transformational Leadership

Abstract

This study aims to integrate self-leadership into a more comprehensive leadership model. Therefore, it examines the relationship between self-leadership, transformational leadership, and work motivation (i.e., self-efficacy and instrumentality) relative to job performance and affective commitment. In addition, the influence of the work environment is of interest for a more comprehensive leadership model. Thus, the moderating role of virtuality was examined. Three competing models of self-leadership, which are theoretically plausible, are compared in this study: self-leadership acting (a) as a process factor mediating the relation between transformational leadership and employee motivation; (b) as an input factor, simultaneously with transformational leadership; and (c) as a process factor mediating the relation between work motivation and job performance/affective commitment. Results from structural equation modeling indicate that self-leadership is a process factor that mediates the relationship between transformational leadership and employee motivation. Results further suggest that self-leadership has a higher influence on motivation in virtual work structures compared with colocated work structures. Limitations, implications for management, and suggestions for future research are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 96 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.