Does impression management really help? A multilevel testing of the mediation role of impression management between personality traits and leader–member exchange

Weng, Liang-Chieh; Chang, Wen‐Ching

doi:10.1016/j.apmrv.2013.03.001

Cited by 11 publications

(15 citation statements)

References 46 publications

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“…Moreover, impression management may lead towards various types and intensity of counterproductive work behavior that comprises making fun of someone at work to drastic obstructive behaviors (Klotz et al, 2018;Phipps et al, 2015;Smith et al, 2016). Secondly, impression management has mediated various previous relationships (De Cuyper & De Witte, 2010;Weng & Chang, 2015). In this study, impression management mediated the relationship between emotional intelligence and counterproductive work behavior such that emotionally intelligent employees use selfpromotion, ingratiation, exemplification and intimidation that help them to involve in antisocial behavior.…”

Section: Discussionmentioning

confidence: 64%

Examining Relationship between Emotional Intelligence and Counterproductive Work Behavior: A Moderated Mediated Model

Riaz

Mahmood

Shabbir

2020

JMR

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Despite various attempts to know the relationship between emotional intelligence (EI) and counterproductive work behavior (CWB), the findings are inconsistent and offer a varying degree of associations. The present study examines the underlying mechanism by hypothesizing impression management (IM) as a mediator to address the element of equivocality in the subject matter. Furthermore, it tests the moderating role of self-esteem (SE) on the impression management to counterproductive work behavior relationship. A representative sample of 398 employees was collected from different organizations of Pakistan. The results confirmed the intervening role of impression management between emotional intelligence and counterproductive work behavior. Furthermore, the employees high on self-esteem showed lesser tendencies to involve in counterproductive work behavior. Theoretical and practical implications have also been discussed.

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Section: Discussionmentioning

confidence: 64%

Examining Relationship between Emotional Intelligence and Counterproductive Work Behavior: A Moderated Mediated Model

Riaz

Mahmood

Shabbir

2020

JMR

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“…It considers that a subordinate’s ingratiation behavior can cause a change in the supervisor’s attitude ( Goffman, 1959 ). LMX and career outcomes are the appropriate outcomes in the impression management theory framework because they reflect the results of continuous interpersonal interaction and assessment processes ( Weng and Chang, 2015 ). LMX relation is grounded in the social exchange theory ( Blau, 1964 ).…”

Section: Theory and Hypothesismentioning

confidence: 99%

“…The subordinates who wish to benefit from their supervisors will adopt the ingratiation behavior and take the initiative to establish an exchange relationship with their supervisors ( Treadway et al, 2007 ). Although the establishment of this kind of relationship is the result of subordinates’ ingratiation behavior, positive emotional connection bonding will still be produced during this interaction ( Weng and Chang, 2015 ). When subordinates engage in ingratiation outside the workplace, their supervisors will perceive and respond to the subordinates’ ingratiation behavior ( Treadway et al, 2007 ; Liu et al, 2015 ).…”

Section: Theory and Hypothesismentioning

confidence: 99%

“…However, HR decision-making depends more on the decision-maker’s judgment on subordinates and supervisor’s liking may be unstable over a long period of time. Weng and Chang (2015) reckoned LMX to be a relatively stable concept in the long run. LMX has been considered as a possible mediator between upward ingratiation and HR decisions ( Nahrgang and Seo, 2015 ).…”

Section: Introductionmentioning

confidence: 99%

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Upward Ingratiation Outside the Workplace and Supervisor’s Human Resource Decisions: Moderating Effect of Zhongyong Thinking

Hui

Guo

Wang³

et al. 2021

Front. Psychol.

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Ingratiation is a common strategy for subordinates to deal with their supervisors in eastern and western societies. Based on the theory of impression management, this study focuses on the impact of upward ingratiation outside the workplace on supervisor’s human resource (HR) decisions in the Chinese context and the mechanism behind this impact. The data were collected from 252 supervisor-subordinate dyads in four manufacturing firms. The results demonstrate the following: first, supervisors hold a more favorable view of upward ingratiation outside the workplace; second, upward ingratiation outside the workplace has a positive effect on the supervisor’s chance of promotion and bonus allocation decisions, and leader-member exchange (LMX) plays a mediation role in this influence; third, Zhongyong thinking (ZYT) moderates the relationship between LMX and supervisor’s chance of promotion and bonus allocation decisions; and finally, ZYT moderates the indirect effect of ingratiation behavior outside the workplace on supervisor’s chance of promotion and bonus allocation decisions through LMX, and the mediated relationship is weakened when a supervisor has a higher level of ZYT. This is one of the first empirical studies, which examines the validity of subordinate’s upward ingratiation outside the workplace from the perspective of supervisor’s ZYT. This study plays an important role in highlighting the effect of ZYT on the ingratiation behavior.

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“…Previous research demonstrated that subordinates who engage in IM tactics receive overall more favorable performance ratings (Harris et al, 2007;Wayne & Kacmar, 1991). The use of IM during performance appraisal meetings has also been linked to concepts such as supervisor liking and perceived similarity, acting as mediators in the IM -performance appraisal relationship (Wayne & Ferris, 1990;Wayne & Liden, 1995;Weng & Chang, 2015). These studies highlighted the par-ticular effectiveness of supervisor-focused IM tactics, i.e.…”

Section: Impression Management Research In the Context Of Work And Camentioning

confidence: 99%

Impression management throughout the professional life

Schmitte¹

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The PhD has been an intense time. When looking back, I am thankful to what I have learned and to the people I met. At first, I would like to thank my promotor Mien. Thank you for taking over my PhD supervision, for your flexibility, and for always having been there for me. Your way of working with a clear focus on targets and timelines helped me to bring structure back into my PhD. Another big gratitude goes to Bert. Thank you for passing on your passion about research-not only teaching me how to approach academic research but also teaching me how to write concisely. Thank you for sharing (almost) the entire PhD time with me. I also thank Simon who acted as a co-promotor at the end of my journey. Thank you for your willingness to assist in the finalization of my dissertation and the time and energy invested. Above that, I would like to explicitly mention two collaborators on my papers, one of them being a colleague at SBE: Melvyn, thank you for bringing in your expertise on experiments and for making our paper a success. Jim, thanks for joining on another research project and for sharing your scientific knowledge with me. Speaking of great colleagues, Hannes, thank you for your constructive feedback, your time, and help every time I jumped in with a question. Another big thank you goes to Anita and Adela for helping me with administrative issues of any kind. I also greatly thank the Professors of the assessment committee for the time and effort taken to read and evaluate my thesis-thank you to Wil, Roland, Nele, and Hannes. Moreover, time at SBE would not have been the same without my PhD colleagues. First of all, my two paranymphs Anna and Sofya: Anna, my friend in crime, and help in all situations. I am thankful for having shared the office with you. I am convinced that the time we spent with each other has welded us together in a special way. Second of all, I would like to thank Sofya. Thank you for always having been so caring to me, for your positive attitude, and your expertise. Next to being a colleague whom I could always count on, you became a very good friend of mine. I also like to thank Nina, Matthias, Caren, Jasper, Dinah, Kars, Sonja, Ewa, Nardo, and Nazareno, the PhDs of O&S who joined more recently, and close PhDs of other departments. Thank you for all your support, your conversations about (PhD) life, and all the cozy coffee and lunch breaks we had together. Additionally, I like to mention former PhDs of the O&S department. Desirée, thank you for your friendship and the first time at SBE, where you helped me to become acquainted with everything new. I would also like to thank Tom, Darja, Roy, and Bart for always having had an open ear and for all your support. A special thank you goes to my husband Jannik for his patience and support and for giving me a place where I belong. I am endlessly happy with our small family. Thank you also to my parents in law for the constant support. Finally, I would like to thank my parents and sisters for the endless support, kind words, and continuous encouragemen...

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Does impression management really help? A multilevel testing of the mediation role of impression management between personality traits and leader–member exchange

Cited by 11 publications

References 46 publications

Examining Relationship between Emotional Intelligence and Counterproductive Work Behavior: A Moderated Mediated Model

Examining Relationship between Emotional Intelligence and Counterproductive Work Behavior: A Moderated Mediated Model

Upward Ingratiation Outside the Workplace and Supervisor’s Human Resource Decisions: Moderating Effect of Zhongyong Thinking

Impression management throughout the professional life

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