Using the charismatic, ideological, and pragmatic (CIP) model of leadership as a framework, 2 primary research questions were examined. First, when engaging in different tasks along the creative process, does leadership style influence the creative performance of subordinates? Second, how does the level of stress, to which subordinates are exposed, moderate the relationship between leadership style and creative performance? Hypotheses were tested using a laboratory-based design, where 336 participants engaged in 3 unique creative tasks specifically designed to represent the different steps along the creative process. The results indicate that charismatic leaders influence subordinate creative performance above and beyond pragmatic and ideological leaders on middle-stage creative tasks. Moreover, higher levels of stress decreased individual creative performance in terms of ratings of quality, but not originality. Additionally, stress had the least amount of impact on those individuals with a pragmatic leader. Implications and directions for future research are discussed.