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.
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