Follower characteristics, combined with their perceptions of the leader and their own situation, did appear to moderate the connection between transformational leadership and subordinates’ willingness to take charge and be good organizational citizens. For instance, if subordinates in a work group perceive their leader to be prototypical of them, then transformational leadership would have less of an impact on their willingness to engage in organizational citizenship behaviors. Likewise, if subordinates are goal oriented and possess a traditional view of the organizational hierarchy, they tend to be less affected by transformational leadership. Self-motivated employees are less likely to need transformational leaders to prod them into action, while “traditionalists” tend to see positive organizational citizenship as something expected given their roles as followers—not something they need to be “inspired” to do.