In this paper, questionnaire survey on 85 workgroup leaders and 450 workgroup members in 85 teams is conducted to examine the model. Analyses of a matched sample show that workgroup emotional climate moderates the relationship between transformational/transactional leadership and workgroup innovation performance. Specifically, when the workgroup emotional climate is positive, transformational leadership is positively related to workgroup innovation performance, and transactional leadership is negatively related to workgroup innovation performance; however, when the workgroup emotional climate is negative, transformational leadership is negatively related to workgroup innovation performance, and transactional leadership is positively related to workgroup innovation performance. Corresponding managerial implications are offered.