The positive relationship between ingratiation behavior and performance rating has often been studied, but few researchers have examined the team contexts in which this relationship exists. This study examines how the ingratiation behavior of followers influences their in-role job performance in the Chinese workplace. To test the effects, a two-wave survey was conducted with 185 subordinates and 56 supervisors from a company in mainland China. The results indicated that subordinate ingratiation behavior mediated the relationship between autocratic leadership and leader-rated performance. The implications for practice and theory are discussed.