This research explores whether manager inclusion predicts subordinate performance. We introduce a model to explain how competency of inclusion predicts task performance and organization citizenship behaviors (OCB). Using 560 followers and 174 leaders in the People's Republic of China, we found that inclusion had a curvilinear relationship to followers’ task performance and OCB. Further, individual level power distance orientation moderated these relationships such that the curvilinear effects of the relationships were attenuated (less curved) when power distance orientation was higher, rather than lower.
|State||In preparation - 1800|