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

1. Panja Andressen panja.andressen@dlr.de
   1. German Aerospace Center, Hamburg, Germany

1. Udo Konradt
   1. University of Kiel, Kiel, Germany

1. Christopher P. Neck
   1. Arizona State University, Tempe, AZ, USA

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

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