A person‐centered view of impression management, inauthenticity, and employee behavior

Nitya Chawla; Allison S. Gabriel; Christopher C. Rosen; Jonathan B. Evans; Joel Koopman; Wayne A. Hochwarter; Joshua C. Palmer; Samantha L. Jordan

doi:10.1111/peps.12437

journal article Dec 27, 2020

A person‐centered view of impression management, inauthenticity, and employee behavior

Nitya Chawla

Allison S. Gabriel

Christopher C. Rosen Jonathan B. Evans

Joel Koopman

Wayne A. Hochwarter Joshua C. Palmer

Samantha L. Jordan

Personnel Psychology Vol. 74 No. 4 pp. 657-691 · Wiley

View at Publisher Save 10.1111/peps.12437

Abstract

AbstractImpression management (IM)—the strategies through which employees create, maintain, or alter a desired image towards others—is a ubiquitous part of organizational life. To date, scholars studying this interpersonal phenomenon have largely focused on Jones and Pittman's (1982) taxonomy of IM strategies, examining consequences associated with the tactics of ingratiation, self‐promotion, exemplification, supplication, and intimidation on others’ reactions to, and perceptions of, the actor. Thus, scholarly understanding surrounding the implications of IM for employees’ own well‐being is nascent. We integrate ideas from the emotional labor and IM literatures to develop and test theory that explains the impact of IM strategies on the actors themselves. Across three complementary studies spanning 2337 full‐time employees, we use latent profile analysis to investigate how the conjoint use of multiple IM tactics—each of which is associated with a distinct, and sometimes conflicting, image—yields unique consequences for employees’ feelings of inauthenticity at work. In addition, we also explore how profiles of IM tactics differentially relate to theoretically relevant work outcomes, namely coworker ratings of employee performance, work withdrawal, absenteeism, and perceived sincerity. Taken together, our work sheds light on the prevalence and impact of employees combining IM tactics during work interactions.

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References

Details

Published: Dec 27, 2020
Vol/Issue: 74(4)
Pages: 657-691
License: View

Authors

N

Nitya Chawla

Department of Management, Mays Business School Texas A&M University College Station Texas USA

A

Allison S. Gabriel

Department of Management & Organizations, Eller College of Management University of Arizona Tucson Arizona USA

C

Christopher C. Rosen

Department of Management, Sam M. Walton College of Business University of Arkansas Fayetteville Arkansas USA

J

Jonathan B. Evans

Organizational Behavior and Human Resources Division, Sauder School of Business University of British Columbia Vancouver British Columbia Canada

J

Joel Koopman

Department of Management, Mays Business School Texas A&M University College Station Texas USA

W

Wayne A. Hochwarter

Department of Management, College of Business Florida State University Tallahassee Florida USA

J

Joshua C. Palmer

Michael A. Leven School of Management, Entrepreneurship and Hospitality Kennesaw State University Kennesaw Georgia USA

S

Samantha L. Jordan

Department of Management, College of Business Florida State University Tallahassee Florida USA

Cite This Article

Nitya Chawla, Allison S. Gabriel, Christopher C. Rosen, et al. (2020). A person‐centered view of impression management, inauthenticity, and employee behavior. Personnel Psychology, 74(4), 657-691. https://doi.org/10.1111/peps.12437

A person‐centered view of impression management, inauthenticity, and employee behavior

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