The use of impression management tactics in structured interviews: a function of question type?

This study investigated impression management tactic use during structured interviews containing both experience-based and situational questions. Specifically, the authors examined whether applicants' use of impression management tactics depended on question type. Results from 119 structured interviews indicated that almost all of the applicants used some form of impression management. Significantly more assertive than defensive impression management tactics were used, and among assertive tactics, applicants tended to use self-promotion rather than ingratiation. However, different question types prompted the use of different impression management tactics. Ingratiation tactics were used significantly more when applicants answered situational questions, whereas self-promotion tactics were used significantly more when applicants answered experience-based questions. Furthermore, the use of self-promotion and ingratiation tactics was positively related to interviewer evaluations.     

Why does impression management positively influence interview ratings? The mediating role of competence and warmth

Though interviews assess job applicants' skills and abilities, they can be influenced by extraneous factors, including impression management (IM) tactics. Interviewees’ self‐promotion and ingratiation IM tactics predict higher interview ratings; however, researchers have yet to determine why these tactics work. We assessed whether two fundamental dimensions of social perception, competence and warmth, mediate the relationship between IM tactics and interview ratings. We hypothesized that interviewee competence mediates the relationship between self‐promotion and interview ratings, and interviewee warmth mediates the relationship between ingratiation and interview ratings. Using real employment interviews, we found that competence mediates the relationship between self‐promotion and interview ratings, but warmth did not mediate the relationship between ingratiation and interview ratings in the way we expected.     

The direct way may not be the best way: Children with ADHD and their understanding of self-presentation in social interactions

Knowledge and use of self-presentational tactics is an important social skill. We examined understanding of the function of three different self-presentational tactics (self-promotion, ingratiation and blasting) in 11 8–12-year-old boys with attention-deficit/hyperactivity disorder (ADHD) and 11 matched comparison children. Children were given six different self-presentation stories, two for each one of the three different tactics. After each story, they were asked to evaluate the effects of the self-presentational tactic used. Children with ADHD rated self-promotion and blasting as more positive and more effective—and ingratiation as less positive and less effective—than children in the control group. This implicates that children with ADHD prefer simple and direct self-presentational strategies (like self-promotion), and, therefore, may not as easily understand more subtle strategies (like ingratiation). They also seem to be more inclined to use negatively connoted strategies (like blasting). We suggest that this limited understanding of self-presentational strategies in children with ADHD may explain some of their problems in social interactions. Therefore, social skill interventions in children with ADHD should incorporate elements focusing on use and understanding of different self-presentational strategies.     

Appraisals of self and situation as determinants of upward influencing tactics

This study considers subordinate upward influencing as a proactive behavior and applies this lens to an investigation into the contributions of appraisals of self and situation in predicting tactic choice. One hundred seventy‐eight employees assessed the frequency with which they used influencing tactics in interactions with their direct line manager. The results indicated that favorable appraisals of self were associated with increased use of rationality and unfavorable appraisal of situation were associated with increased the use of ingratiation, assertiveness, and upward appeal. While the use of rationality could be explained within approaches to positive proactive work behaviors, the use of the remaining five tactics could not. The results are interpreted within a wider perspective of proactive discretionary behaviors.     

Indirect Ingratiation: Pleasing People by Associating Them with Successful Others and by Praising Their Associates

Most of the literature on impression management considers direct tactics such as self‐promoting by mentioning personal achievements and ingratiating by complimenting others. These direct tactics can backfire if the target recognizes the hidden motive behind them. Therefore, people often use indirect impression management tactics. Previous research has shown that people promote themselves indirectly by associating themselves with successful others or by magnifying the characteristics of others to whom they are connected. The current research suggests that when the motive is ingratiation, the impression manager highlights the success of a person who is close to the target of ingratiation. The four experiments of the current research documented this tactic and examined its consequences for the impression manager and for the target.     

Self‐presentation style in job interviews: the role of personality and culture

Chronic self‐promoters may thrive in job interviews where such behavior is encouraged. In Study 1, 72 participants were videotaped as they simulated the job applicant role. Accountability was manipulated by the expectation of expert versus nonexpert interviewers. As accountability increased, self‐promotion tended to decrease among non‐narcissists but increase among narcissists. Ingratiation showed no interaction or main effects. In Study 2, 222 raters evaluated applicant videos varying in narcissism (high vs. low) and ethnicity (European heritage vs. East Asian heritage). Chronic self‐promoters (i.e., European‐heritage narcissists) were given the most positive evaluations. Detailed behavior analyses indicated that the narcissism advantage was derived primarily from frequent self‐praise and the European‐heritage advantage from use of active ingratiation tactics. In sum, self‐presentation styles that pay off in the (Western) interview context are highly selective.     

Differences in the Perceived Effectiveness of Influence Tactics Among Jews and Arabs: The Mediating Role of Cultural Values1

The study investigates differences between Jewish and Arab employees vis‐à‐vis their evaluation of the effectiveness of several influence tactics, and examines whether these differences are mediated by cultural differences. Rational persuasion was the only influence tactic that was evaluated as more effective by Jewish employees, in comparison with Arab employees. In contrast, ingratiation, pressure, and coalition were evaluated as more effective by Arab employees, in comparison with Jewish employees. Regarding cultural values, we found indulgence higher among Jewish employees than among Arabs, whereas uncertainty avoidance was higher among Arab employees. Examination of the mediating processes indicates that even after removing the influence of cultural values, Arab employees still judged these 3 tactics as more effective than did Jewish employees.     

Moderators of Social Power Use for In‐Group/Out‐Group Targets: An Experimental Paradigm1

Studies of social power use have frequently employed self‐report instruments that are prone to response bias. In the present study, an experimental design was conducted in which 100 participants were asked to gain compliance from in‐group and out‐group members. We tested whether harsh tactics—often used for elevating self‐image at the dyadic level—also provide a means for gaining advantage at the group level. For this purpose, self‐esteem and self‐efficacy were examined as possible moderators. Findings indicated that self‐esteem interacted with target group: Low self‐esteem participants used harsh tactics more frequently toward in‐group than out‐group members; and moderate and high self‐esteem participants used harsh tactics more frequently toward out‐group than in‐group members. The process involved in this interaction is discussed.     

Field study investigation of applicant use of influence tactics in a selection interview

Employees often evaluate leadership potential when selecting applicants for jobs that require leadership ability (e.g., supervisors, firefighter captains). Research has shown that influencing others is an important part of being an effective leader, yet employers rarely explicitly consider applicants' use of influence tactics when evaluating applicants' leadership potential. The purpose of this study was to explore applicant use of influence tactics in an employment interview and to determine how such use relates to interview ratings. The authors observed firefighter applicants' behavior during a selection role-play interview and recorded their use of influence tactics. Results indicated that firefighter applicants used soft tactics (e.g., ingratiation, rational persuasion) significantly more frequently than they used hard tactics (e.g., pressure, coalition). Soft tactic use was positively correlated with interview ratings.     

Subjective Social Standing and Conflict Tactics Among Young Kenyan Men

Efforts to reduce intimate partner violence in sub‐Saharan Africa generally approach the issue through the lens of women's empowerment. These efforts include foci on women's relative power in the relationship, educational background, and earning potential. The social status of men has largely been ignored, reducing the potential to involve them in efforts to demote intimate partner violence. In this study we consider whether a man's perceived social status predicts conflict tactics, and whether these tactics are mediated by loneliness and collective self‐esteem from a community‐based sample in semi‐rural Kenya (n = 263). We find that men who reported lower perceived social status also reported significantly more frequent violent conflicts with their intimate partners. This association was significantly, and completely, mediated by lower collective self‐esteem and higher loneliness. There was no direct association between subjective social status and negotiation‐based conflict tactics, although there was an indirect association. Men with higher perceived social status reported higher collective self‐esteem, and men with higher collective self‐esteem reported more negotiation‐based conflict tactics. These findings inform efforts to reduce intimate partner violence by involving men, showing potential to reduce violence by building self‐esteem among men—particularly those with lower perceived social status.     

Status Seeking and Manipulative Self‐presentation

Three studies examine the relation of dispositional status‐seeking with workplace self‐presentation behaviors. The first study showed that the status‐seeking motive provided incremental prediction, over and above narcissism and self‐monitoring, in self‐reported exaggerating, faking, and fabricating in job search. The second study showed that, after controlling for the traits from the five factor model of personality, status‐seeking predicted the undesirable job‐search behaviors, as well as use of impression‐management tactics at work. A field study showed that employee status seeking explained supervisor impressions of employee supplication and ingratiation, even after controlling for task and contextual performance. Male status‐seekers were also more likely to engage in intimidation. Status‐seeking appears to be an important motive for understanding manipulative self‐presentation at work.     

The Dynamic Nature of Goals and Message Production as Revealed in a Sequential Analysis of Conflict Interactions

Although message‐production theories often assume that goals behave dynamically to direct communication behavior, few studies consider the interconnectedness of goals and behavior throughout interactions. Here, the interrelationship of communication goals and tactics was examined through a sequential analysis of 47 conflict interactions between close friends or dating partners. It was posited that for both the initiators and resistors in a conflict, the importance of relational or other‐identity goals would be associated with the use of integrative tactics and the importance of instrumental or self‐identity goals would be related to the use of distributive tactics. We examined these predictions within and across partners. Analyses indicated that for both conflict initiators and resistors, the importance of a combination self/instrumental goal predicted the use of distributive tactics and the importance of an other‐identity goal lead to partner‐oriented tactics. For resistors, the importance of an instrumental goal was associated with the use of distributive tactics and the importance of a combination identity/relational goal was aligned with issue‐oriented tactics as well. Across partners, several significant patterns between one partner’s use of distributive or integrative tactics and the other partner’s goals were observed. Implications of the results for understanding conflict and message production are discussed.     

The Use of Influence Tactics in Constructive Change Processes

The use of nine influence tactics by four groups in organizations in constructive change processes was investigated in a field study with 479 participants. Data were collected with a Dutch version of Yukl's Influence Behaviour Questionnaire. The frequency with which line managers, staff specialists, consultants, and works council, delegates used the various influence tactics was examined. Furthermore, differences in direction of influence (upward, downward, or lateral) were assessed and compared to results of previous research in different settings. It was found that rational persuasion, inspirational appeals, and consultation were the most frequently used influence tactics. This is an encouraging finding because these three tactics are most effective for gaining target commitment to a proposal or request. In addition, it was found that the four groups used several influence tactics differently. Finally, only three directional differences in tactic use matched prior findings. This result suggests that constructive change processes lead employees to display different influence behaviour than they would in less uncertain and ambiguous circumstances.     

Impression Management Use in Resumes and Cover Letters

Purpose

This study contributes to the ecological validity of resume research by systematically examining the impression management (IM) content of actual resumes and cover letters and empirically testing the effect on applicant evaluation.

Design/methodology/approach

A content analysis of the frequency and intensity of IM tactic use in 60 resumes and cover letters was completed (Study 1). Next, an experiment was conducted in which IM tactic use was manipulated and the effect on applicant evaluation examined, using a sample of MTurk workers as evaluators (Study 2).

Findings

In Study 1, four self-promotion categories, three ingratiation categories, and one hybrid category were delineated. In Study 2, ingratiation and lower intensity self-promotion were found to increase perceptions of job and organization fit.

Implications

Employers should be aware that resumes and cover letters contain IM tactics that may influence applicant evaluation. In addition, employment training programs might communicate the benefits of using ingratiation and lower intensity self-promotion, while emphasizing the importance of accurately conveying one’s qualifications. Furthermore, the present taxonomy of IM resume content might be applied to resume database search engines to identify and index IM tactic use.

Originality/value

This research is the first to develop a taxonomy of IM tactics based on actual resumes and cover letters and may facilitate more comprehensive manipulations of IM tactic use and better integration of IM research across the selection process.

     

An experimental approach to the use of ingratiation tactics under homogeneous and heterogeneous dyads

The present research investigated the occurrence of ingratiation as mediated by the sex of sender and recipient in a 2 × 2 × 2 factorial design and also explored the underlying structure and preference of ingratiation overtures. Subjects were instructed to enact the role of interviewees and were motivated either to make themselves amiable or to act spontaneously to improve evaluation accorded by the interviewer. It was hypothesized that ingratiation behaviours would be distinguished from spontaneous behaviours for the investigated opinion conformity, self-presentation, other-enhancement and smiling. These main effects were found and specified by the sex variables in the expected direction with modesty as an ingratiation tactic under the female homogeneous dyad, more ingratiation overtures under the heterogeneous than homogeneous dyads on some verbal measures, and less ingratiation smiling under the male homogeneous dyad. Further, verbal and nonverbal overtures were shown to possess a different structure, and a multivariate analysis of variance revealed opinion conformity to be the most sensitive differentiator between the verbal ingratiation overtures. The discussion deals with the search for the subtleties in ingratiation messages and emphasizes some provocative findings.     

The impact of political skill on impression management effectiveness

In this study, the authors investigated the effect of an individual's political skill on the relationships between 5 different impression management tactics (intimidation, exemplification, ingratiation, self-promotion, and supplication) and supervisor evaluations of performance. To test these relationships, the authors used a matched sample of 173 supervisor-subordinate dyads who worked full time in a state agency. Findings showed that individuals who used high levels of any of the tactics and who were politically skilled achieved more desirable supervisor ratings than did those who used the tactics but were not politically skilled. Opposite results were found when impression management usage was low. That is, individuals who were not politically skilled created a more desirable image in their supervisors' eyes than did their politically skilled counterparts when they did not use these tactics. Practical and research implications for the findings as well as directions for future research are offered.     

Ingratiation tactics channeled by target values and threat capability1

Several hypotheses concerning the use of ingratiation tactics were tested in a paradigm where subjects believed that monetary rewards were contingent on a favorable evaluation from a supervisor. Manipulated variables in the 2 × 2 × 2 factorial design were (a) the nature of the supervisor's values (i.e., efficiency vs. sociability), (b) the level of threats issued by the supervisor (no threat vs. high threat), and (c) the extent to which the subjects were dependent on the supervisor's evaluation (low dependency vs. high dependency). The dependent variables were the extent to which the subjects used the ingratiation tactics of other-enhancement (flattery) and selective self-presentation. Findings indicate that the manipulation of the supervisor's values affected the form of other-enhancement used by subjects; more flattery in terms of efficiency occurred in the efficiency values condition, while more flattery in terms of sociability occurred in the sociability values condition. The supervisor's values also affected self-presentation; subjects claimed to hold efficiency ideals when the supervisor held efficiency values, but (in line with earlier findings) they did not claim to hold sociability ideals when the supervisor held sociability values. The manipulation of threats issued by the supervisor had a significant effect on the subjects' use of other-enhancement with respect to the target's sociability, but it had no effect on other ingratiation measures. Finally, the manipulation of dependency had no effect on other-enhancement, but it did produce a surprising “modesty effect” on self-presentation. Subjects presented themselves as both less efficient and less sociable under high dependency than under low. These findings are discussed in the light of previous research on ingratiation tactics.     

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.     

Tactics of manipulation

Manipulation is one means by which environments are altered to correspond to characteristics of individuals. We conducted two studies to identify the manipulation tactics that people use to elicit and terminate the actions of others. Factor analyses of four instruments revealed six types of tactics: charm, silent treatment, coercion, reason, regression, and debasement. Tactics of manipulation showed strong individual difference consistency across contexts. The charm tactic, however, was used more frequently for behavioral elicitation, whereas the coercion and silent treatment tactics were used more frequently for behavioral termination. Manipulation tactics covaried significantly across self-based and observer-based data sources with personality scales of Neuroticism, Extraversion, Ambitious-Lazy, Arrogant-Unassuming, Quarrelsome-Agreeable, and Calculating and with characteristics of subjects' social environments. We draw implications for an interactionist framework of person-environment correspondence, for an expansion of the taxonomic task that faces personality psychology, and for identifying links between personality and other scientific disciplines.