Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation

Abstract

Research indicates that leaders who engage in upward ingratiation, a specific form of impression management, develop positive relationships with their bosses, which in turn enhances leaders’ chances of achieving success at work. However, a more complete understanding of leaders’ ingratiation requires recognition that leaders have multiple audiences and that there may be negative unintended consequences of this behavior to at least one of these audiences. Specifically, upward ingratiation may reduce subordinates’ willingness to contribute to the organization through effective performance because it diminishes relationship quality between leaders and subordinates. To explore this issue, we develop and test a multilevel model that contrasts effects of leaders’ upward ingratiation on leader‐ and subordinate‐level outcomes through the quality of social exchange in the corresponding relationship. We test our predictions by conducting a multiwave, multisource field study with a sample of 91 leaders, 91 bosses, and 215 subordinates in South Korea. Our findings reveal that upward ingratiation is positively associated with indicators of leaders’ intrinsic and extrinsic success because it enhances leader–boss exchange quality (LLX). In contrast, leaders’ upward ingratiation negatively influences subordinates’ job performance because it diminishes leader–subordinate exchange quality (LMX). We also find that subordinates’ perceptions of leaders’ political skill mitigate the negative indirect relationship between upward ingratiation and subordinates’ job performance via LMX quality, and that our hypotheses apply to ingratiation but not to other forms of impression management. We discuss the theoretical and practical implications of our findings in relation to ingratiation specifically and to impression management more generally.

Sticking out versus fitting in: A social context perspective of ingratiation and its effect on social exchange quality with supervisors and teammates.

“…Research shows that flattery and favors convey the ingratiator’s affection, admiration, and loyalty toward the target, transmitting affiliation- and status-based exchange resources (Kim et al, 2018; see also Wilson et al, 2010). The receipt of these resources induces the target to reciprocate with resources of their own.…”

“…As such, ingratiation leads to a positive relationship with the ingratiation target (typically one’s supervisor), resulting in both tangible and intangible benefits at work (Higgins et al, 2003; Koopman et al, 2015). On the other hand, observers of ingratiation (e.g., team members) often attribute this behavior to self-serving, political, and “slimy” motives (Vonk, 1998), diminishing ingratiatory employees’ relationship quality with these observers (Kim et al, 2018). However, because ingratiation occurs in the context of others who may or may not engage in this behavior, our understanding of how people react to ingratiation may be incomplete without considering the social context.…”

“…In doing so, we provide insights regarding the consequences of ingratiation that differ from prior research. Specifically, scholars have found that observers of ingratiation are likely to attribute this behavior to self-serving and unsavory motives (Vonk, 1998), which in turn decreases their willingness to develop a positive social exchange relationship with the ingratiator (Kim et al, 2018). Our study illuminates the possibility that not ingratiating toward the supervisor can harm social exchange quality with teammates as well as the supervisor.…”

Making nice or faking nice? Exploring supervisors’ two‐faced response to their past abusive behavior

“…This lack of attributed sincerity can undermine the effectiveness of the impression management tactics (Eastman, 1994;Leary, 1996) or erode the supervisor's relationships with others (Kim, LePine, & Chun, 2018). Thus, supervisors who engage in any form of abusive episodes would benefit by being cognizant that their impression management approaches intended to repair their image concerns may be interpersonally costly.…”

Exploring impression management tactics within the Afrikaans Coloured culture in a formal setting

“…typical form of ingratiation) (Kim, LePine, & Chun, 2021;Parker & Parker, 2017). On the other hand, eliciting ingratiatory behaviour may lead to positive outcomes such as career advancement, receiving job offers, higher performance evaluations (Bolino, Varela, Bande, & Turnley, 2006;Higgins, Judge, & Ferris, 2003;Kim et al, 2018;Zhao & Linden, 2011).…”