Self-leadership as a process of self-influence to enhance personal motivation and performance has been theoretically discussed in connection with various concepts for some time. Previous empirical studies have primarily focused on the context of motivational variables. This work links hierarchical leadership, self-leadership, and motivational processes. The focus is on self-leadership and its role in an input-process-output model involving leadership, employee motivation, and output metrics such as commitment and success. Andressen discusses various functions of self-leadership and empirically examines them in a field study. She demonstrates that transformational leadership tends to have a lower correlation with self-leadership in virtual work structures.