This research examines several determinants considered to influence the spiritual leadership (SL) effectiveness including one motivational mediating factor of follower's self-concepts and two conditional factors i.e. culture (as amacro-level factor) and managerial position (as a micro-level factor). The construct of SL was validated using a sample comprising 591 employees fromvarious profitable organizations in two major Chinese societies: China and Taiwan (n=372; 219). A second sample of 122 military police in the army was also recruited for validation purpose. We integrated the follower's transcendental self-concepts into the existing SL framework and validated their substantiality to leadership effectiveness. In addition the results showed that culture differs on the SL effectiveness while position hierarchy (managerial vs. non-managerial positions) does not moderate between the intrinsic motivations of SL and in-role/extra-role performance.