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 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.     

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.     

The malleable influence of social consensus on attitude certainty

People often reflect on the opinions of others and express greater attitude certainty when they perceive their attitudes to be shared by others (high attitude consensus). The present research tests the possibility that either high or low attitude consensus can increase attitude certainty depending on people's salient social identification needs. In particular, high attitude consensus with a target group is found to be more validating when people seek to belong to the group, as this identification motive promotes a search for similarities between themselves and the group. In contrast, low attitude consensus with a target group is found to be more validating when people seek to be unique from a group, as this identification motive promotes a search for dissimilarities between themselves and the group. Two experiments support these hypotheses, offering insight into the intra-personal motives that alter the diagnostic value of social consensus information.     

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.     

Ingratiation and Self‐Promotion in the Selection Interview: The Effects of Using Single Tactics or a Combination of Tactics on Interviewer Judgments

This paper investigates the relative effectiveness of the use of 2 impression‐management tactics—ingratiation and self‐promotion—on interviewers' evaluations of an applicant in a laboratory setting. It was suggested that the use of a single tactic would be better than the use of no tactic; that the use of self‐promotion would be more successful than the use of ingratiation; and, finally, that the use of a combination of tactics would lead to the best evaluations. Results were largely in line with our hypotheses. Interviewer ratings and action recommendations were more positive in the combination condition, followed by the self‐promotion condition, the ingratiation condition, and the neutral condition. Theoretical and practical implications are discussed.     

印象管理与心理健康表现之相关

本研究旨在考察中国人印象管理与心理健康表现的相关.研究采用印象管理问卷和一般健康问卷,对某石油国企员工进行调查,发现印象管理程度越高的人,其心理健康程度越差;自我推销和威胁策略与焦虑失眠呈正相关;迎合策略与躯体化症状呈正相关,但和严重抑郁呈负相关;示弱策略与社交障碍呈正相关;做秀策略与心理健康各维度均没有显著相关.结果表明不同的印象管理策略对心理健康有不同的影响.     

应聘者印象管理研究述评

应聘者的印象管理行为在求职面试情境中是一种普遍现象,其目的旨在赢得面试考官的良好评价。应聘者印象管理行为包括有3类策略：获得性策略、保护性策略及非言语策略;同时,对应聘者印象管理行为的测量也要从印象管理策略的测量和印象管理风格的测量两个方面入手。另外,在整合已有文献的基础上,还从面试情境与应聘者印象管理行为、应聘者个性特质与印象管理策略使用、应聘者印象管理行为与面试结果及招聘者对应聘者印象管理识别等4个方面综述了应聘者印象管理研究的发展现状,并指出了现有研究存在的问题及未来研究的方向     

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.     

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。     

Impression (Mis) Management When Communicating Success

People routinely engage in impression management, for example, by highlighting successes. It is not yet known how people attribute their success (to talent vs. effort) to give a positive impression. Three experiments explore this question and test whether people’s attributions of success receive favor from their audience. The findings show that, in impression management situations (e.g., job interview or date), people communicate their effort less than audiences would prefer. Thus, success alone may not be enough to make a positive impression on others; emphasizing effort as the cause for success also matters.     

Personality,situation, and positive–negative asymmetry in socially desirable responding

Based on previous research on socially desirable responding and positive—negative asymmetry, we hypothesized that (i) impression management is higher in public than in private settings, (ii) personal ideals linked to exemplification, ingratiation, and intimidation are related to an impression management tendency, (iii) negatively keyed social desirability items receive more extreme responses than positively keyed items, and (iv) self-esteem is correlated higher with negatively than with positively keyed self-deception items. Based on Jones and Pittman's (1982) model, exemplification, ingratiation, and intimidation are defined as impression management strategies that aim at presenting oneself as worthy, likable, or dangerous, respectively. Principally, the results obtained in a public setting (N=177) and a private setting (N= 165) support these hypotheses. The overall pattern of findings suggests that both context and personal ideals exert an influence on impression management scores, and that the keying direction of an item may be an important psychological determinant of a test response.     

Personality and persona: personality processes in self-presentation

This article examines the role that personality variables and processes play in people's efforts to manage their public images. Although most research on self-presentation has focused on situational influences, people differ greatly in the degree to which they care about others' impressions of them, the types of impressions they try to convey, and their evaluations of their self-presentational effectiveness. Personality constructs such as public self-consciousness, approval motivation, and fear of negative evaluation are associated with the motive to manage one's impressions, and people who differ in self-disclosure and desire for privacy differentially reveal information about themselves to others. Other variables relating to people's self-concepts, interpersonal goals, and traits influence the construction of specific images. Finally, the extent to which people believe they are capable of making desired impressions influences their impression management strategies and how they respond to other people's evaluations.     

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.

     

How the adoption of impression management goals alters impression formation

Five experiments (N = 390) tested the hypothesis that adopting an impression management goal leads the impression manager to view an interaction partner as having less of the trait he or she is attempting to express. This hypothesis was confirmed for the impression management goals of appearing introverted, extraverted, smart, confident, and happy. Experiment 2 shows that adoption of the impression goal could alter judgments even when participants could not act on the goal. Experiment 3 provides evidence that adopting an impression management goal prompted a comparison mind-set and that this comparison mind-set activation mediated target judgments. Experiment 4 rules out a potential alternative explanation and provides more direct evidence that comparison of the impression manager's self-concept mediates the impression of the target. Experiment 5 eliminates a potential confound and extends the effect to another impression goal. These experiments highlight the dynamic interplay between impression management and impression formation.     

Achieving desired images while avoiding undesired images: exploring the role of self-monitoring in impression management

A study was conducted to test the hypothesis that high self-monitors more effectively manage impressions than low self-monitors do. Students in work groups indicated the extent to which they used 5 impression-management tactics over the course of a semester-long project. At the project's conclusion, students provided their perceptions of the other members of their group. The relationship between impression management and image favorability was then examined across 339 student-student dyads. The results generally suggest that high self-monitors can use impression-management tactics more effectively than can low self-monitors. In particular, high self-monitors appear to be more adept than low self-monitors at using ingratiation, self-promotion, and exemplification to achieve favorable images among their colleagues.     

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.     

Interview etiquette and hiring outcomes

Despite the presumed importance of interview etiquette, research examining its relationship with hiring outcomes has been relatively limited. As a step toward validating its importance, two studies were conducted to assess the influence of interview etiquette on hiring outcomes relative to other predictors. In the first study, the impact of interview etiquette was demonstrated to be similar to that of interview answer quality in influencing recruiters’ perceptions of employment suitability. Moreover, a significant interaction was found, whereby interview etiquette mattered more when interview answer quality was also high. In the second study, interview etiquette was demonstrated to explain incremental variance in job offers beyond other impression management strategies (i.e., ingratiation and self-promotion) and biographical data (i.e., work experience, academic achievement, and extracurricular involvement). Overall, these findings provide evidence that interview etiquette bears a significant relationship with hiring outcomes, signaling its value beyond other credentials and impression management tactics.     

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.     

Making a Good Impression at Work: National Differences in Employee Impression Management Behaviors in Japan,Korea, and the United States

Impression management has important implications for success at work. This study explores differences in impression management in the East and West by examining the use of self-promotion, ingratiation, and exemplification directed towards three targets: supervisors, peers, and subordinates among 945 company employees from Japan, Korea, and the United States. Our results show that Korean employees used all three strategies most frequently, followed by United States, and then Japanese employees. Japanese and Korean employees used impression management strategies differentially across the three targets, and U.S. employees used impression management equally across targets. This elucidates how cultural trends in hierarchical relationships impact social behavior within the workplace. A follow-up mediation analysis found that relational or labor mobility fully mediated country differences in impression management, suggesting that culture is also reflected in larger social ecological trends in employee's ability and likelihood to change jobs, which also account for impression management strategy usage. Theoretical and practical implications for international business are discussed. This research may be useful in aligning strategies foreign employees might employ for using impression management when in Japan, Korea, and the United States.