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.     

Communicative Behaviors of Outperformers and Their Perception by the Outperformed People

Four studies explored the communicative behaviors of people who outperform others in a relevant or irrelevant field and the impression formed of these outperformers by the outperformed people. In line with the premises of the self‐evaluation maintenance model ( A. Tesser, 1988 ) and the STTUC framework ( J. J. Exline & M. Lobel, 1999 ), Studies 1 and 2 predicted and found that people tend to conceal their achievements in conversation with a person whom they have outperformed, especially when the field of performance is relevant to this individual and irrelevant to them. Studies 3 and 4 found that the perception of outperformers is dependent not only on their communicative behaviors following the success but also on the relevance of the field for them and for the perceivers.     

Cognitive labor shapes the desire for social and monetary compensation

When do people want something back for their mental labor? Based on equity theory, we propose that conscious experiences of success and effort—which emerge during cognitive work—shape people’s subsequent desire for social and monetary rewards. We examined this idea in a series of experiments, in which participants carried out a cognitive task, in which we manipulated task difficulty (easy vs. difficult) and performance feedback (high vs. low) within subjects. After each trial of this task, we probed people’s desire for compensation, in terms of social appreciation or money. Findings were in line with the entitlement hypothesis, which assumes that the experience of success can cause people to feel entitled to money. However, we found only indirect support for the effort compensation hypothesis, which assumes that the feeling of effort increases the subsequent desire for compensation, and no support for the intrinsic reward hypothesis, which assumes that people desire less social appreciation after already having experienced success. When considered together, our results suggest that labor-related feelings (of success and effort) shape people’s subsequent desire for money and social appreciation in several ways. These findings have potential implications for the effective use of performance feedback in work contexts.

     

Self-Esteem, Self-Handicapping, and Self-Presentation: The Strategy of Inadequate Practice

ABSTRACT In two experiments we investigated the causes of low preparatory effort (minimal practicing for an upcoming event that is to be evaluated), a possible form of self-handicapping Experiment 1 found that people with high self-esteem practiced less than people with low self-esteem, although a prior experience of success eliminated this difference Experiment 2 showed that people with high self-esteem practiced less only when the practice duration was publicly known, indicating that they were using a strategic self-presentational ploy rather man responding to superior confidence This difference may reflect a desire to maximize the self-presentation of high ability by appearing to succeed despite minimal preparatory effort These results suggest that this form of self-handicapping is a strategy used by highly confident individuals in uncertain situations to make a favorable impression on others     

Managing and creating an image in the interview: the role of interviewee initial impressions

In employment interviews, individuals use impression management tactics to present themselves as suitable candidates to interviewers. However, not all impression management tactics, or the interviewees who employ them, are effective at positively influencing interview scores. Results of this study indicate that the relationship between impression management tactic usage and interview success is contingent on the type of tactic employed. Specifically, self-promotion was found to have a positive relationship (r = .20) and slight (r = -.11) and extensive (r = -.19) image creation were found to have negative relationships with end-of-interview scores. Further, the relationships between these 3 impression management tactics were moderated by interviewees' initial impressions of the interview (ΔR2 ranged from .04 to .10). Interviewees who perceived they were seen as less suitable during rapport building were more effective when using any of the 3 impression management tactics.     

Students' R]eactions to Teachers' E]valuations: The Unique Impact of Negative Feedback1

This study attempts to identify some of the processes mediating self-fulfilling prophecies in the classroom. Specifically, we hypothesized that negative feedback conveyed by teachers would influence students' p]erceptions of how the teacher viewed their success/failure, effort, ability and task difficulty more than positive feedback. In response to college students' s]core on an anagrams test, a (confederate) teacher expressed either positive, negative or no evaluative feedback. Questionnaires assessed students' s]elf-perceptions and perceptions of the teacher's evaluations of them. Consistent with our hypotheses, negative feedback was seen as a more credible indicator of the teacher's evaluation than positive feedback. Furthermore, negative feedback led students to believe that the teacher held an extremely unfavorable but inaccurate impression of their effort and ability and that the teacher underestimated the difficulty of the task. There were few differences between the effects of positive feedback and no feedback, and there were no significant effects on self-perceptions. These findings suggest new insights into negativity effects in evaluations and into the mechanisms underlying self-fulfilling prophecies.     

Effects of response sets on NEO-PI-R scores and their relations to external criteria

Validity scales indicate the extent to which the results of a self-report inventory are a valid indicator of the test taker's psychological functioning. Validity scales generally are designed to detect the common response sets of positive impression management (underreporting, or faking good), negative impression management (overreporting, or faking bad), and random responding. The revised NEO Personality Inventory (NEO-PI-R; Costa & McCrae, 1992b) is a popular personality assessment tool based on the 5-factor model of personality and is used in a variety of settings. The NEO-PI-R does not include objective validity scales to screen for positive or negative impression management. The purpose of this study was to examine the utility of recently proposed validity scales for detecting these response sets on the NEO-PI-R (Schinka, Kinder, & Kremer, 1997) and to examine the effects of positive and negative impression management on correlations between the NEO-PI-R and external criteria (the Interpersonal Adjective Scale-Revised-B5 [Wiggins & Trapnell, 1997] and the NEO-PI-R Form R). The validity scales discriminated with reasonable accuracy between standard responding and the 2 response sets. Additionally, most correlations between the NEO-PI-R and external criteria were significantly lower when participants were dissimulating than when responding to standard instructions. It appears that response sets of positive and negative impression management may pose a significant threat to the external validity of the NEO-PI-R and that validity scales for their detection might be a useful addition to the inventory.     

Buying and building success: Perceptions of organizational strategies for improvement

What makes people like a team? We suggest and test here whether people’s perceptions of teams and organizations differ as a function of the strategy the teams pick on their way to success. Two main strategies are compared: (1) Development is a strategy focused on building and enhancing the abilities of current team members; and (2) Acquisition is a strategy focused on buying talent from outside the organization. Does the way to success matter? In other words, will the strategy a team endorse affects how much people like the team? In five studies (N = 1,672) we tested whether people prefer teams that were successful by being (a) built through long-term development of team members or (b) bought by acquiring expensive personal developed elsewhere. Across the five studies, people preferred built teams over bought teams, including sport teams and law firms. Effort and group cohesion were more attributed to build than to bought teams. In a “mediators contest,” effort attributions proved most robust. People like built teams more than bought ones, mostly because they value the effort and hard work that built teams represent.     

When modesty wins: Impression management through modesty,political skill,and career success—a two-study investigation

The purpose of this research is to investigate the effect of employees' upward self-presentation through modesty and political skill on their subsequent career success. Study 1 used a predictive design over a 3 year period with 141 employees, controlling for age, gender, and self-esteem. Political skill positively moderated the relationship between employees' upward modesty and career success (attained position, career satisfaction) after 3 years. Study 2 (n = 132 employees) provided construct validation, demonstrating high discriminant validity of the impression management through modesty scale used in Study 1 with a trait-modesty scale, thus attenuating rival explanations of the findings in Study 1. Implications, limitations, and future directions for research are discussed.     

情境公开性与印象管理动机对建议采纳的影响

实验1和实验2分别探讨在公开和匿名条件下期望印象和印象标签对建议采纳的影响。结果表明：（1）期望印象会影响建议采纳，在公开情境中，当个体期望形成温暖的印象时，会更多采纳建议；当个体期望形成能力印象时，建议采纳程度更低。（2） 印象标签会影响建议采纳，在公开情境中，当个体期望维持原有的温暖印象时，会更多采纳建议；个体期望维持原有的能力印象时，建议采纳程度更低。本研究证明建议采纳过程中存在印象管理机制。     

Doing Despite Disliking: Self‐regulatory Strategies in Everyday Aversive Activities

We investigated the self‐regulatory strategies people spontaneously use in their everyday lives to regulate their persistence during aversive activities. In pilot studies (pooled N = 794), we identified self‐regulatory strategies from self‐reports and generated hypotheses about individual differences in trait self‐control predicting their use. Next, deploying ambulatory assessment (N = 264, 1940 reports of aversive/challenging activities), we investigated predictors of the strategies' self‐reported use and effectiveness (trait self‐control and demand types). The popularity of strategies varied across demands. In addition, people higher in trait self‐control were more likely to focus on the positive consequences of a given activity, set goals, and use emotion regulation. Focusing on positive consequences, focusing on negative consequences (of not performing the activity), thinking of the near finish, and emotion regulation increased perceived self‐regulatory success across demands, whereas distracting oneself from the aversive activity decreased it. None of these strategies, however, accounted for the beneficial effects of trait self‐control on perceived self‐regulatory success. Hence, trait self‐control and strategy use appear to represent separate routes to good self‐regulation. By considering trait‐ and process‐approaches these findings promote a more comprehensive understanding of self‐regulatory success and failure during people's daily attempts to regulate their persistence. © 2018 European Association of Personality Psychology     

Burger or yogurt? Indulgent consumption in impression management contexts

We conducted three studies to investigate indulgent choice in settings with and without impression management by public–private manipulation with evaluation. Study 1 showed that the participants were less indulgent under public scrutiny due to the employment of impression management. Study 2 focused on the impression management context to test the moderate effect of self‐consciousness in two impression managed contexts. Study 3 focused on context without impression management to test the moderate effects of self‐awareness on choices. We found that depending on differences in primed personality, individuals tended to make choices other than those they favoured privately when anticipating that others might form impressions of them based on the decisions made. The findings of all three studies support our basic prediction that people are less indulgent under impression management and suggest that people tend to manage their impression by eating healthier (less indulgently) in public.     

Black Students' Reactions to Feedback Conveyed by White and Black Teachers1

The present investigation examined some processes mediating self-fulfilling prophecies among black students. Specifically, we hypothesized that feedback conveyed by black and white teachers would differentially influence black students' perceptions of how the teacher viewed their success/failure, effort, ability, luck and task difficulty. In addition, we hypothesized that negative feedback would affect perceptions of evaluations differently than positive feedback. Ninety black undergraduates participated in an experiment in which a black or white teacher (confederate) expressed one of five evaluative feedback responses to a student's score on an analogies test. The results provided partial support for the first hypothesis: black female students perceived white teachers as assessing their performance less positively: that is, they perceived them to underestimate their ability and the difficulty of the task. Negative feedback also led students to believe the teacher held an unfavorable but inaccurate impression of their ability and effort, and that the teacher underestimated the difficulty of the task. These findings suggest that black students—black females in particular—may assume that white teachers hold less favorable assessments of them than black teachers and all students may be sensitive to negative evaluations.     

When Misery Avoids Company: Selective Social Comparisons to Photographic Online Profiles

Social networking site usage may affect subjective well‐being. Two experiments examined how selective exposure to profiles of other users facilitated mood management via self‐enhancing social comparisons. In Study 1, when given detailed impression management cues, such as photographs and status updates, users in a negative mood sought upward rather than downward social comparisons. Study 2 found that relatively low levels of group identification with the social networking site community led to upward social comparisons by users in a negative mood. High group identifiers spent more time viewing upward comparisons, regardless of mood. Regarding exposure effects, upward social comparisons to profiles improved subsequent mood when the comparison involved career success. High group identifiers experienced greater positive mood following upward social comparisons.     

Unconditional Self-Acceptance and Responses to Negative Feedback

Rational-emotive behavior therapy (REBT; Ellis, 1995) contends that esteeming oneself—favorably or unfavorably—is illogical (implying an objective basis for evaluating global worth) and counterproductive (making one prone to depression in the wake of setbacks, anxiety otherwise). A healthier outlook requires unconditional self-acceptance (USA). We evaluated predictions regarding USA in a nonclinical university student sample. Consistent with REBT, participants scoring high on a USA questionnaire, controlling for self-esteem level, reported being low in proneness to depression and in self-esteem lability. They also were more objective in evaluating their performance on a public speaking task and were less apt to denigrate people who provided negative evaluations of their speeches. Predictions regarding impression management, willingness to try another speech, and mood or state self-esteem reactivity to feedback were not supported. Discussion focused on implications for research on USA as well as applied implications for therapy or prevention programs.     

No Harm,Still Foul: Concerns About Reputation Drive Dislike of Harmless Plagiarizers

Across a variety of situations, people strongly condemn plagiarizers who steal credit for ideas, even when the theft in question does not appear to harm anyone. Why would people react negatively to relatively harmless acts of plagiarism? In six experiments, we predict and find that these negative reactions are driven by people's aversion toward agents who attempt to falsely improve their reputations. In Studies 1–3, participants condemn plagiarism cases that they agree are harmless (i.e., stealing credit from an anonymous source). This effect is mediated by the extent to which participants perceive the plagiarizer to have falsely benefitted from plagiarizing. In Studies 4–5, we demonstrate that this effect is not explained solely by participants’ negative response to lies or violations of permission. In Study 6, participants condemn a plagiarism case in which the idea's original author actually benefits, providing the strongest evidence that people condemn plagiarism for reasons beyond perceived harm. We discuss how this work connects to broader questions of intellectual property and impression management.     

Selective exposure among advisors: the impact of impression motivation

Audience confirmation bias (ACB) refers to the extent to which people prefer information supporting (vs. conflicting with) their audience's views. In two studies, we showed that advisors shifted their ACB toward the needs of their advisees (i.e., audience): When advisors were led to believe that their advisees wanted to defend their views, the ACB was higher compared with when advisees were open minded for critique. Study 2 indicated that this pattern occurred because advisors wanted to have a pleasant interaction with their advisees (impression motivation): Whereas impression‐motivated advisors exhibited a stronger ACB when they were asked to give advice to a defensive (vs. open‐minded) advisee, accuracy‐motivated advisors showed a balanced ACB, regardless of their advisee's needs.     

Impressions of the resume: The effects of applicant education,experience, and impression management

Business persons each read a hypothetical variation of a resume arrayed in a 2 (relevant versus irrelevant education) × 2 (relevant versus irrelevant job experience) × 2 (impression management versus no impression management statements) factorial design and completed a survey on their perceptions. Results showed that relevant education produced more positive perceptions of competence, potential, and predicted salary, while relevant experience enhanced perceptions of competence, potential, self-confidence, and background checking. Education and experience interacted on several variables. Impression management produced positive perceptions of interpersonal skill, self-confidence, and hireability. Implications for writing resumes were discussed.