The Diminishing Returns of Managerial Inclusion

James Zheng, Tomas Thundiyil, Darel Hargrove

Research output: Contribution to journalArticlepeer-review


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.
Original languageEnglish
Pages (from-to)40
JournalDefault journal
StateIn preparation - 1800


Dive into the research topics of 'The Diminishing Returns of Managerial Inclusion'. Together they form a unique fingerprint.

Cite this