The interaction of self-leadership and psychological climate on job performance

Abstract

The purpose of the present study was to examine the interactive effect of self-leadership and
psychological climate on job performance and to evaluate the extent to which psychological climate
facilitates or inhibits the demonstration of self-leadership on job performance. Hierarchical multiple
regression analyses were conducted in a sample of 213 employees. The results clearly showed that the
interaction between self-leadership and psychological climate explained an additional variance in job
performance scores over and above the effects of self-leadership and psychological climate alone. Selfleadership was positively related to job performance among employees reporting high levels of
psychological climate. Conversely, the relationship was nonexistent among employees reporting low
levels of psychological climate. Implications for future research and practice are discussed.