Asian variability in performance rating modesty and leniency bias

Laura G. Barron, Paul R Sackett

Research output: Contribution to journalArticlepeer-review

15 Scopus citations


Western managers typically rate their performance higher than their bosses, peers, or subordinates do; research on Asian managers, however, has been both sparse and conflicting. In examining data from six Asian countries, Japanese managers were found to rate themselves lower than others in their organization do. This "modesty bias," however, varies considerably among Asian countries; in other countries, including India and China, self-inflation was more comparable to typical Western findings. Findings lend initial support to the ability of national collectivism to explain differences in modesty and leniency bias when institutional collectivism is distinguished from in-group collectivism using data from the GLOBE Project (House, Hanges, Javidan, Dorfman, and Gupta, 2004). Theoretical basis for modesty bias, and implications for Asian and American expatriates are discussed.

Original languageEnglish (US)
Pages (from-to)277-290
Number of pages14
JournalHuman Performance
Issue number3
StatePublished - Jul 2008


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