To Say or Not to Say: Different Strategies of Acknowledging a Visible Disability

Abstract

Individuals with visible disabilities can acknowledge their disabilities in different ways, which may differ in effectiveness. Across four studies, we investigate whether individuals with visible disabilities engage in different acknowledgment strategies (claiming, downplaying) and how and why these different strategies affect evaluations from others. Specifically, we draw from the Stereotype Content Model and Stereotype-Fit Theory to articulate a process whereby claiming and downplaying differentially affect others’ perceptions of competence and warmth, which subsequently affect overall evaluations of the individual with a disability. We found that individuals with visible disabilities intentionally manage others’ impressions by engaging in claiming and downplaying. Claiming strategies (relative to downplaying or not acknowledging) resulted in higher evaluations because they activated perceptions of competence and warmth and the benefits of claiming were stronger for jobs higher in interpersonal demands. We discuss the implications of these results for individuals with disabilities and for organizations.

Identity Management Strategies for Workers with Concealable Disabilities: Antecedents and Consequences

“…Identity management strategies might range from explicitly acknowledging the disability to completely concealing or “passing” as a person without the disability (Hebl & Kleck, ; Lyons et al., ). Concealing also might be accomplished through the withholding of requests for needed accommodations (Baldridge & Veiga, ).…”

“…Evidence for the effectiveness of some identity management strategies among individuals with concealable disabilities has been mixed. Some research suggests that openly acknowledging a disability during an interview might yield positive outcomes, but only if the disability is deemed uncontrollable (as compared to being caused by the individual's own behavior or choices; Hebl & Kleck, ; Lyons et al., ). Also, downplaying a disability might effectively reduce negative evaluations for individuals with impairments with uncontrollable onset.…”

Can I trust you? Exploring the ways in which sexual orientation disclosure affects the relationship between LGB leaders and their followers

“…For this I turned to a different approach, most recently used by Lyons et al (2016) and based on initial work by Taub, McLorg, and Fanflik (2004) on the management of a visible physical disability. Although sexual orientation is not a disability, it has been generally understood in research to be part of a series of nonvisible stigmatized identities (Clair, Beatty, & MacLean, 2005;Capell et al, 2016;Goffman, 1963;Jones & King, 2014;Ragins, 2008).…”

“…Building on Taub et al's (2004) work, Lyons et al (2016) conducted four studies in which they try to ascertain whether the claiming/downplaying strategies were being deployed by their participants, all of whom had a visible disability. As well, through an analysis based on Stereotype Content Model and Stereotype-Fit Theory, they wanted to understand whether the choice of strategy affected the way individuals were perceived on warmth and competence, and rated overall.…”

Impression Management in the Job Interview: An Effective Way of Mitigating Discrimination against Older Applicants?

“…For example, empirical evidence has documented women’s efforts to counteract gender discrimination at work by distancing themselves from traditional gender stereotypes (Heilman and Martell, 1986; Schmitt et al, 2003; Heilman et al, 2004). Another stream of research has noted how employees with disabilties manage their stigmas in order to minimze the prejudice and bias that confront them (Hebl and Kleck, 2002; Hebl and Skorinko, 2005; Jones and King, 2013; Lyons et al, 2016). Thus, minority individuals often attempt to proactively manage the (prejudicial) impressions they create in others and mitigate their consequences.…”