PAG E | 1

IMPRESSION MANAGEMENT

e tend to make ourselves attractive through diet, makeup, or maybe

plastic surgery. As individuals we care about how people see us. Many
of us can identify with the desire (and resulting actions) to be seen a
certain way or cause someone or something we care about to be seen
a certain way. Sometimes it's conscious and sometimes it isn't, but when we pay
attention, we may find several perceptions we are striving to get from others.
Some people in organizations use how others perceive them, say, to turn the
tides favorable for them. These taking control of the perception of others toward
you is known as impression management. Impression management (IM) is the
process by which individuals attempt to control the impression others form of them.
High self-monitors are good at reading situations and molding their
appearances and behavior to fit each situation. Thus, these kind of individuals are
the ones who most likely engage or use impression management.
When individuals use IM, they exhibit a response/reaction that might be true
under different circumstances. So people who use IM should be extra careful that
when the trouble really comes, his co-workers will still believe him. In addition,
people do not like to be manipulated, thus, IM should be cautiously employed.
There are situations in which impression management is tested to be effective:
-

Job applicants use IM during interviews. This IM technique is also known as

self-promotion. Interviewees are likely to use self-promotion to create a
more favorable impression of them. Consequently, interviewers felt more
inclined to applicants who perform better in interviews regardless if their
qualifications are met or not. Though being confident of the abilities one
possesses is a positive thing, moderation and being true to yourself is always
the most important during job interviews.

Performance ratings can be positively related to ingratiation, another IM

technique. Ingratiation is focused on complimenting another person while
finding areas of agreement. It is achieved through flattery, agreement, selfpresentation, or help.
Studies showed that complimenting your boss,
pointing out your shared attitudes, and actively supporting your boss will
increase the chances of a higher performance rating. Why? Because
everyone wants to be treated nicely.

Impression Management Techniques

There are six techniques:

Excuses

PAG E | 2
Explanations of a predicament-creating event aimed at minimizing the
apparent severity of the predicament is a defensive IM technique.
Apologies
o Admitting responsibility for an undesirable event and simultaneously
seeking to get a pardon for the action is a defensive IM technique.
Self-Promotion
o Highlighting ones best qualities, downplaying ones deficits, and
calling attention to ones achievements is a self-focused IM technique.
Enhancement
o Claiming that something you did is more valuable than most other
members of the organizations would think is a self-focused IM
technique.
Flattery
o Complimenting others about their virtues in an effort to make oneself
appear perceptive and likeable is an assertive IM technique.
Exemplification
o Doing more than you need to in an effort to show how dedicated and
hard working you are is an assertive IM technique
o

ETHICS OF BEHAVING POLITICALLY

ven if there is no clear distinction between ethical politicking and unethical

politicking, there are some questions to consider.

1. What is the utility of engaging in politicking?

o Is it really worth the risk?
2. How does the utility of engaging in the political behavior balance out any
harm it will do to others?
3. Does the political activity conform to the standards of equity and justice?
o Is the action legally right or wrong (unfair or fair)?
Powerful people can become very good at explaining self-serving behaviors in
terms of the organizations best interests. People can justify almost any behavior,
especially if they are powerful. On the other hand, employees who have no power
are more likely to behave ethically simply because they have little discretion to
exploit.

IMPLICATIONS FOR MANAGERS

f you want to get things done in a group or organization, it helps to have power.
As a manager who wants to maximize your power, you will want to increase
others dependence on you. You can, for instance, increase your power in
relation to your boss by developing knowledge or a skill that he or she needs

PAG E | 3
and for which he or she perceives no ready substitute. But power is a two-way
street. You will not be alone in attempting to build your power bases. Others,
particularly employees and peers, will be seeking to make you dependent on them.
The result is a continual battle. While you seek to maximize others dependence on
you, you will be seeking to minimize your dependence on others. And, of course,
others you work with will be trying to do the same.
The effective manager accepts the political nature of organizations. By
assessing behavior in a political framework, you can better predict the actions of
others and use this information to formulate political strategies that will gain
advantages for you and your work unit.