The two faces of high self‐monitors: Chameleonic moderating effects of self‐monitoring on the relationships between personality traits and counterproductive work behaviors

Abstract

Summary This study examines whether and how self‐monitoring moderates the relationships between two personality traits (agreeableness and conscientiousness) and counterproductive work behavior directed toward the organization (CWB‐O) and toward other employees (CWB‐I). High self‐monitors strive to attain personal goals related to status and prestige enhancement by adjusting their behavior to what the situation requires or allows for. We propose that the status enhancement motive can take on two different yet related forms—impression management (interpersonal potency) and opportunism (win‐at‐all‐costs)—depending on relevant situational cues. We hypothesize that in public, interpersonal settings where their behavior is visible to others, high self‐monitors' desire to enhance their status by looking good to others suppresses the natural expression of low agreeableness via increased engagement in CWB‐I. Conversely, we hypothesize that in private, non‐interpersonal settings where their behavior is rarely visible to others, high self‐monitors' desire to enhance their status by doing whatever it takes to get what they want intensifies the natural expression of low conscientiousness via increased engagement in CWB‐O. On the basis of two independent samples of participants, results of moderated multiple regression analyses provided support for the hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.

Ethical Decision-Making: The Role of Self-Monitoring, Future Orientation, and Social Networks

“…In fact, high self-monitors are likely to engage in OCBs (organizational citizenship behavior) for questionable motives (Bolino, Klotz, Turnley, & Harvey, 2013), use bogus personal information to get a job (Hogue, Levashina, & Hang, 2013) and employ impression management tactics to create false representations of embracing company values (Hewlin, 2003). They are also more likely, in private, to engage in counterproductive behavior to guarantee their success (I.-S. Oh, Charlier, Mount, & Berry, 2014), to engage in information manipulation to cover up poor decisions (Caldwell & O'Reilly, 1982), to have lower honesty-humility (Ashton & Lee, 2005), and to have lower behavioral integrity (i.e., inconsistencies between promises and actions) (Simons, 2002). Thus, with respect to selfmonitoring and ethics, this study proposes: BAR, Rio de Janeiro, v. 14, n. 1, art.…”

The Antecedents of Innovative Work Behavior: The Roles of Self-Monitoring

“…High self-monitors tend to adjust their behavior in order to conform, enhance their status in social settings. Conversely, low self-monitors are less apt to adjust their behavior in social settings, since they strive to behave in certain ways that are consistent with their disposition (Oh, Charlier, Mount, & Berry, 2002). Based on our previous explanation, it is necessary to get broader knowledge regarding the antecedents of innovative work behavior self-monitoring playing significant role in strengthening or weakening employee innovative work behavior.…”

Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

“…In alignment with previous research, the chameleonic effect of high self-monitoring may not always be perceived as effective (Day & Schleicher, 2006;Oh et al, 2013). In spite of the association between self-monitoring and behavioural flexibility that benefits leaders by allowing them to adjust themselves to the situation they are in, their flexibility might also be perceived as inconsistency by their subordinates.…”

“…High self-monitoring is also found to have negative sides. It might increase a person's tendency to be unauthentic and opportunist in task-based and non-interpersonal situations (Oh et al, 2013), and authenticity is important for leaders to effectively show their true selves, value, and vision to subordinates (Ilies et al, 2005). Studies conducted by Oh et al (2013) show that high self-monitoring individuals are chameleon-like; able to behave according to the situation by suppressing expression relevant to their original personality.…”

“…It might increase a person's tendency to be unauthentic and opportunist in task-based and non-interpersonal situations (Oh et al, 2013), and authenticity is important for leaders to effectively show their true selves, value, and vision to subordinates (Ilies et al, 2005). Studies conducted by Oh et al (2013) show that high self-monitoring individuals are chameleon-like; able to behave according to the situation by suppressing expression relevant to their original personality. While beneficial and often perceived as highly effective (Gardner et al, 2009), such displays of flexibility by high self-monitoring leaders can also be perceived as inconsistent by their followers (Day et al, 2002;Day & Schleicher, 2006).…”