Individual Differences in Self-Presentation Styles

Olson, Kenneth R.; Johnson, Don C.

doi:10.1080/00224545.1991.9713880

Cited by 5 publications

(4 citation statements)

References 11 publications

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“…Examining the impression management orientation of managers Impression management refers to the process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas (Leary and Kowalski, 1990;Rao et al, 1995;Schlenker, 1980;Tedeschi and Reiss, 1981). The motive to manage impressions has been broken down by Arkin (1981) and others (Celuch and Slama, 1995;Olson and Johnson, 1991;Palmer and Welker, 1994;Tedeschi and Norman, 1985;Tetlock and Manstead, 1985;Wolfe et al, 1986) into two distinct orientations (also referred to as`d irections'' or``styles''). A protective orientation, or defensive impression management, exists when an individual is concerned primarily with encountering disapproval, rather than approval, from the relevant audience.…”

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confidence: 99%

“…Conversely, for nonfreshman college students, a significant positive relationship was found between scores on the revised self-monitoring scale and instigation of alcohol or marijuana use, suggesting that people who wanted to``get ahead'' (acquisitives) were more likely to initiate substance abuse. Furthermore, Olson and Johnson (1991) found that one category of student subjects habitually used whatever self-presentational tactic necessary ± whether claiming a positive trait or denying a negative trait ± to present themselves in a favorable manner. A second category of subjects exhibited selfpresentational behavior that varied depending on the social desirability of the trait behavior involved.…”

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Examining the impression management orientation of managers

Palmer

Welker

Campbell³

et al. 2001

Journal of Managerial Psychology

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The motive to manage impressions has been broken down into protective and acquisitive orientations. A protective orientation exists when an individual is concerned primarily with encountering disapproval, rather than approval, from the relevant audience. An acquisitive orientation exists when an individual is concerned primarily with obtaining approval from the audience. This study tests the proposition that organizational managers have primarily an acquisitive orientation. The affective sentiments of 95 international middle-and upper-level business managers toward their organization, its leaders, and its business control mechanisms were compared with their perceptions of the acquisitiveness and protectiveness of their work environment. The results indicate that affective sentiments of managers are correlated with the acquisitiveness, but not the protectiveness, of the work environment, supporting the notion that managers have primarily an acquisitive orientation.

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confidence: 99%

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confidence: 99%

Examining the impression management orientation of managers

Palmer

Welker

Campbell³

et al. 2001

Journal of Managerial Psychology

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“…U postojećoj literature self-prezentacija se ne posmatra kao jedinstven konstrukt (Olson & Johnson, 1991). Arkin (Arkin, 1981) opisuje dva stila self-prezentacije: stil zaštite, koji je povezan sa submisijom, popuštanjem u socijalnim odnosima, izbegavanjem suprostavljanja i konflikta sa drugima, i preduzimački stil koji podrazumeva vlastitu promociju uz pomoć socijalnog odobravanja i podrške.…”

Section: Taktike Self-prezentacijeunclassified

Personality traits and self-presentation tactics

Belić¹,

Vrcić-Amar²

2022

Psihol istraživanja

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Self-presentation is an omnipresent form of behaviour that involves building a self-image in front of other people. This form of behaviour aims at structuring the impression of a person. Self-presentation explains numerous social relations and situations, but it also depends on numerous factors, primarily personality factors, as well as a number of situational factors. The main goal of this research is to examine the relationship between broad personality dimensions, operationalized by the Big Five + 2 personality model (Neuroticism, Extraversion, Aggression, Conscientiousness, Openness, Positive Valence and Negative Valence) and self-presentation. The possibility of predicting self-presentation in total, as well as some of its individual tactics, based on broad personality dimensions, is also examined. The survey uses the Big Five + 2 Personality Questionnaire and the Self-Presentation Tactics Scale. The sample included 526 respondents, average age 21.6 years (SD=2.88). Of all the examined personality dimensions, Neuroticism and Negative Self-Image have the strongest correlations with overall self-presentation. The Conscientiousness dimension records the highest number of negative correlations, while the Openness dimension records the lowest number of statistically significant correlations with the overall self-presentation and individual self-presentation tactics. As for the prediction of self-presentation, all dimensions of personality, except Openness, are important predictors, but their constellation is different in relation to the content of self-presentation tactics. The obtained findings make it possible to predict the direction of the presentation of self-image. Namely, knowing the personality traits, we can assume which self-presentation tactics will be used, especially in a situation when people are motivated to do so.

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“…Self-presentation probably cannot be modeled appropriately simply by examining mean differences across conditions that differ in environmental press; specifically, research suggests that individual differences in self-presentation styles exist (e.g., Olson & Johnson, 1991) and Hogan (1991) suggests that individuals may differ in their ability to self-present. Research further suggests that personality responses in situations that differ in environmental press may also be affected by an individual's level of self-monitoring, or the degree to which one is cross-situationally consistent (Snyder, 1983).…”

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Robie

Born

Schmit

2001

Journal of Business and Psychology

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Using generalizability theory, a partial reanalysis and reinterpretation of the Schmit et al. (1995) data was conducted with undergraduate students who were asked to respond to both noncontextualized and work-specific versions of the NEO Five-Factor Inventory (Costa & McCrae, 1989) either honestly (N = 100) or as if they were applying for a job (N = 100). Results indicated that the person variance was larger in the applicant compared to the general instructions condition, that the person × situation interaction accounted for significant variance across all scales included in the study (Neuroticism, Extraversion, Agreeableness, and Conscientiousness), that these person × situation effects were attenuated in the applicant instructions condition as compared to the general instructions condition, and that responses to the Neuroticism scale were most affected by this interaction. Implications for the use of personality constructs in personnel selection include a shift from concerns of "faking" to a conWe thank Beth Manke for her thoughtful comments.

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Individual Differences in Self-Presentation Styles

Cited by 5 publications

References 11 publications

Examining the impression management orientation of managers

Examining the impression management orientation of managers

Personality traits and self-presentation tactics

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