A contextual framework for understanding impression management

McFarland, Lynn A.; Hendricks, Jonathan; Ward, W. Peter

doi:10.1016/j.hrmr.2022.100912

Cited by 9 publications

(5 citation statements)

References 131 publications

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“…Decision makers should be concerned about performance appraisal precision because it can be affected, either in a positive or negative way, by an individual’s effective use of IM tactics. This idea aligns with the notion that the motivation for using IM tactics is greatest when an evaluation event is near (McFarland et al, 2022 ). In this regard, some training techniques such as video modeling have been found to be effective for training supervisors to implement certain skills related to accuracy in performance procedures (Shuler & Carroll, 2019 ).…”

Section: Discussionsupporting

confidence: 67%

Are self-sacrificing employees liked by their supervisor?

et al. 2023

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Despite the growing prevalence of employee exemplification in the workplace, there is limited understanding of this assertive self-focused tactic. This study proposes to expand the exemplification research domain by exploring the emotional and behavioral conditions under which this impression management tactic is effective. Data analysis from 206 supervisor–employee dyads reveals that the indirect relationship between exemplification and individual performance through a supervisor’s liking is conditional on an employee’s emotional intelligence. Specifically, the exemplification effect on performance is sharply negative when a salesperson’s emotional intelligence is low, and it becomes insignificant when a salesperson is highly emotionally intelligent. This moderating effect is also strengthened by a supervisor’s age. Theoretical and practical implications are discussed.

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Section: Discussionsupporting

confidence: 67%

Are self-sacrificing employees liked by their supervisor?

et al. 2023

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“…Individuals with IP may avoid situations or opportunities that may expose their perceived incompetence (Hutchins et al, 2018). They may prefer to stay in the background, avoid speaking up in meetings or discussions, or decline leadership roles to minimize the chances of being evaluated and potentially exposed (McFarland et al, 2023).…”

Section: Concept Of Impression Managementmentioning

confidence: 99%

A Conceptual Model of Impostor Phenomenon and Job Performance: Role of Vicarious Learning, Impression Management, and Self-Reflection

Gorsi,

Ali,

Tariq

2023

JPAP

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Impostor phenomenon (IP) is a psychological state in which individuals doubt their abilities and achievements and attribute them to external factors such as luck, chance, or deception. IP can have negative consequences for individuals’ well-being, motivation, and career development. However, little is known about how IP affects job performance and what factors can mitigate its impact. In this study, the authors proposes a conceptual model that links IP to job performance through three mediators: vicarious learning, impression management, and self-reflection. It also discusses the implications of the model for research and practice. The model suggests that IP can negatively affect job performance by hindering vicarious learning, impression management, and self-reflection. Through the use of this conceptual model and literature analysis, a total of 10 propositions were developed. Additionally, it might increase awareness to support therapies aimed at overcoming feelings of dishonesty that aid in developing people's skills to their fullest potential. The model also suggests that individual differences and contextual factors can moderate these relationships. The model provides a comprehensive and dynamic framework to understand and address the phenomenon of IP and its impact on job performance.

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“…A low starting resource pool, so we argue, is particularly detrimental for middle managers if they are close to the next promotion. This situation represents high evaluation event proximity and low temporal distance, that is, a situation with very limited time left until the event of interest occurs (McFarland et al, in press; Trope and Liberman, 2003). Low temporal distance is linked to more concrete cognitive representations (i.e., low‐level construal), which means that resources see a change in their value as a function of their temporal distance.…”

Section: Why Middle Managers Engage In Kukd: the Role Of The Starting...mentioning

confidence: 99%

Kiss‐Up‐Kick‐Down to Get Ahead: A Resource Perspective on How, When, Why, and With Whom Middle Managers Use Ingratiatory and Exploitative Behaviours to Advance Their Careers

Gerpott

Quaquebeke

2022

J Management Studies

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There are myriad organizational anecdotes about middle managers who advance their careers by ingratiating themselves with their superiors while exploiting and abusing their subordinates. We formally define this behavioural combination as the Kiss‐Up‐Kick‐Down (KUKD) phenomenon and develop a resource‐focused framework that not only explains when middle managers will engage in KUKD, but also how such behaviour helps their career progression via three resource‐related pathways: One path involving sponsorship resource gains from superiors, another path involving productive resource gains from subordinates, and an intra‐individual path related to middle managers' own psychological resources. Staying within the resource framework, we theorize that superiors and subordinates become likely targets of KUKD when the former is resource‐poor and the latter is resource‐rich. Finally, we deliberate on the role of time as a crucial boundary condition: not only in terms of when middle managers engage in KUKD behaviours, but also how such actions involve diminishing returns.

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A contextual framework for understanding impression management

Cited by 9 publications

References 131 publications

Are self-sacrificing employees liked by their supervisor?

Are self-sacrificing employees liked by their supervisor?

A Conceptual Model of Impostor Phenomenon and Job Performance: Role of Vicarious Learning, Impression Management, and Self-Reflection

Kiss‐Up‐Kick‐Down to Get Ahead: A Resource Perspective on How, When, Why, and With Whom Middle Managers Use Ingratiatory and Exploitative Behaviours to Advance Their Careers

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