Using a sample of 137 leader–follower dyads this study investigated how leaders' relational self-concept relates to the mentoring (career support and psychosocial support) they provide to their followers and whether followers' task performance moderates this relationship. As expected leaders with a stronger relational self-concept provided more career support to followers who displayed higher (vs. lower) task performance. However leaders' relational selfconcept was unrelated to their provision of psychosocial support irrespective of followers' task performance.