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Path-goal theory's main idea is that there is no one best style of leadership, leaders should have different behaviors in their toolbox, and they should use them according to the nature of the situation and the followers (House, 1971). Although this theory has intuitive appeal for practitioners, it has not been tested rigorously. Limited research evidence questions its validity for 21st century follower outcomes. Thus, this study investigates whether path-goal theory leads to the three important outcomes of contemporary work organizations; creative and innovative performance (CIP), adaptive performance (AP) and organizational citizenship behaviors (OCB). The present study focuses on one mediator (i.e. psychological safety) and two moderators (i.e. core self-evaluation and task structure) in order to reveal the intricate relationship between leader behaviors and follower outcomes. The data were collected from 664 employees from different occupations using Amazon's Mechanical Turk platform. The findings support; (1) the mediating effect of psychological safety between leadership behaviors and AP and OCB, (2) interaction among leadership, task structure and core selfevaluation on OCB, (3) and negative moderation of task structure and core self-evaluation on the relationship between leadership and follower outcomes.