Acting with the best of intentions… or not: A typology and model of impression management in leadership

Abstract

Followers accept influence when target leaders meet their perception of what it means to be a leader. Impression management (IM) is an important means of influencing these perceptions. However, extant literature on leader IM is fragmented and lacks a clear explanation of how the influence process occurs. I unify the literature in this area by creating a multidimensional typology and multi-level model of IM in leadership. I examine the multidimensional nature of IM as composed of information processing, communicative, and goaldirected components, creating eight IM archetypes. Further, I develop an instrument used in experimental studies to test the IM model within transformational leadership theory, highlighting followers' cognitive categorization processes and testing how the addition of a moderator, ethical work climate (EWC), impacts causal predictions from the model. Across two empirical studies, I find that authentic IM behavior leads to greater transformational leadership perceptions (TL perceptions) than inauthentic and pro-social IM behavior leads to greater TL perceptions than pro-self. There is no significant difference between automatic and controlled IM behavior and TL perceptions. Also, an EWC strengthens the positive effects of authentic communication on TL perceptions. Finally, I provide a cognitive explanation for the IM influence process by showing that certain IM behaviors are implicitly associated with transformational leader behaviors. I integrate my results within existing literature and explain how the model can be used in future research.

Impression Management Tactics as a psychological booster for the communication of IT employees – SMART PLS Approach

“…While working in groups, individuals often use some impression management tactics to justify their intelligence level and their organization citizenship behaviour (OCB). Extensive research has confirmed that individuals shape their communal images based on the perceived values and choices of others (Montagliani & Giacalone, 1998;Goveetal, 1980;Giacalone & Rosenfeld, 2013;Bolino et al, 2016;Kacmer et al 2016;Brouer et al 2016;Peck & Hogue, 2018;Brouer et al, 2016). In this manner, impression management is the method by which the individual manage the impressions of other individuals, and this process plays an critical role in determining the interpersonal behaviour (Leary & Kowalski, 1990).…”

“…The individuals are pleased to show their positive image to others to have a good feeling about them (Nasr Esfahani, 2002;Giacalone & Rosenfeld, 2013). Nowadays, individuals, tend to use some impression techniques to impress others to get any long-term benefits (Schlenkar, 1980;Brouer et al, 2016;Peck & Hogue, 2018). The organizational impression management techniques are followed by the employees to influence the employer's behaviour, attitudes, and belief (Yu, 2019) Goffman (1959) developed the term 'impression management' and defined it as a purposeful action that people follow to build optimistic and positive distinctiveness and social image (Zerbe & Paulhus, 1987).…”

“…Research on impression management aimed to comprehend the tactics employees use to form those perceptions (DuBrin, 2011). All employees are conscious of their impact based on the managers' discernment, which has a greater effect on career growth, job assignments, rewards, and promotions (Feldman & Klich, 1991;Bourdage et al, 2015;Peck & Hogue, 2018). IM has been flourishing as a new area of research, as it analyses the influence of the superior's perception of subordinates' performance.…”

Your words reveal your thoughts: A two‐wave study of assessing language dimensions in predicting employee turnover intention

“…Furthermore, employees may also practice impression management, which is a series of behaviors performed in order to be viewed more favorably by others (Bolino et al, 2016). Examples include adjusting one’s leadership style to gain influence (Proell, Sauer, & Rodgers, 2016), taking credit for others' work (Peck & Hogue, 2018), and altering job performance behavior while searching for jobs externally (Ahn & Ok, 2019). As individuals who use impression management strategies tend to be agreeable or conform to supervisors (Bolino, Kacmar, Turnley, & Gilstrap, 2008), it is conceivable they might not provide true scores on questionnaires related to their current jobs.…”

“Judging a Book by Its Cover”: The Dominance of Delivery Over Content When Perceiving Charisma

“…These instances are relatively ignored in the scientific body of research on charisma. Specifically, our goal is to test to what extent the immediate impression of the speaker—a mean to impact one’s perception (Peck & Hogue, 2018)—is updated after noticing that the message and the delivery are misaligned. We claim that the delivery is processed rapidly whereas the message is processed slowly; furthermore, delivery is granted dominance when perceiving charisma.…”