Self-leadership is being heralded by its proponents as a substitute for leadership in organizations. Self-leadership training interventions teach employees strategies for maximizing intrinsic motivation and improving self-direction. However, some trainees are likely to benefit more from self-leadership interventions than others. In order to determine which employees would benefit most, more must be known about how personality affects self-leadership. The purpose of this article is to identify the personality factors that are most likely to moderate self-leadership effectiveness.