This study discuessed the relationship between leadership behavior androle performance in the public sector. We verified the enhancing and neutralizing effects of subordinate's ability and independence that Kerr & Jemier (1978) posited . We collected from civil servants at central authorities by using questionnaires. A total of 570 questionnaires were distributed, and 464 responded. We adopted the hierarchal regression and LISREL to test our hypotheses . The results indicated that:(1) the positive and significant relationship between leadership behavior and role performance; (2) the positive effect of consideration leadership on role performance is moderated by subordinate's ability and independence. This effect is stronger with high subordinate's ability and independence. However, the negative relationship between initiating structure leadership and role performance was weaker with high subordinate's ability and independence; this hypothesis was not supported. Finally, the research limitations and suggestions were discussed.