Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance
Abstract
Purpose
The purpose of this paper is to examine the inclusive leadership’s too-much-of-a-good-thing effect (TMGT effect) and illustrate the possibility of the potential drawbacks of inclusive leadership.
Design/methodology/approach
In total, 191 questionnaires were valid and used in the study. Employee participants were asked to report their direct supervisor’s inclusive leadership. Employees’ direct supervisors were asked to rate employees’ task performance to minimize common method variance. The authors use regression analysis to test the hypothesis.
Findings
An inverted U-shape characterizes the relationship between inclusive leadership and subordinates’ task performance. Specifically, employees’ task performance is low when the supervisor’s inclusive leadership is low; task performance increases when inclusive leadership is from low to moderate levels, and task performance decreases when inclusive leadership is from moderate to high levels.
Originality/value
The study sheds light on inclusive leadership, especially the inclusive leadership in Chinese context. In addition, this finding is important as it investigates the inclusion’s TMGT effect which is rare in organizational research, and the findings also provide additional evidence of TMGT effect in management fields.
Keywords
Acknowledgements
The authors would like to thank The Ministry of Education of Humanities and Social Science Project (Grant No. 15YJC630191) and National Natural Science Foundation of China (Grant No. 71802134).
Citation
Xiaotao, Z., Yang, X., Diaz, I. and Yu, M. (2018), "Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance", International Journal of Manpower, Vol. 39 No. 7, pp. 882-895. https://doi.org/10.1108/IJM-01-2017-0011
Publisher
:Emerald Publishing Limited
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