The Relation Between Self-Leadership and Transformational Leadership: Competing Models and the Moderating Role of Virtuality

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.