Leadership Predictors of Innovation and Task Performance: Subordinates’ Self-esteem and Self-Presentation as Moderators

Document Type


Publication Date



Leadership, Supervisors, Subordinates

Digital Object Identifier (DOI)



This study examined self-related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active-corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self-monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization-based self-esteem and by their propensity to modify self-presentation, a major facet of the self-monitoring construct. Field survey data (N=161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active-corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization-based self-esteem. When subordinates were low in self-presentation propensity, active-corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.

Was this content written or created while at USF?


Citation / Publisher Attribution

Journal of Occupational and Organizational Psychology, v. 82, issue 3, p. 465-489.