Impact of impression management on career planning
Answers
Impression management (IM) is the process by which people attempt to influence the images that others have of them. That is, IM describes the many strategies that individuals use in an attempt to be seen in a certain way or to create a particular impression in others’ minds. Related concepts include self-presentation, influence tactics, organizational politics, and the careerist orientation to work. In studying IM, researchers typically label those who seek to influence others’ impressions of them as actors and label those whose impressions are being influenced as targets.
Most researchers argue that IM is a common phenomenon and a fundamental part of human interaction. IM behaviors often reflect a basic human motive to be viewed favorably (and to avoid being viewed unfavorably) by others. However, in some instances, IM is not used in an effort to be perceived positively per se, but to influence others to view one in a specific way or to influence others to respond in a certain way (e.g., through the use of intimidation). There is some disagreement among IM researchers regarding the authenticity of the impressions that people convey. In what has been labeled the restrictive view of IM, a few researchers have narrowly defined the construct as an attempt at interpersonal manipulation through the creation of a false or untrue image of oneself. By and large, though, most scholars subscribe to what has been labeled the expansive view of IM. According to this viewpoint, while the impressions that individuals seek to create can be false, most often they are not. The expansive view of IM suggests that individuals typically use IM to portray their characteristics in the most positive light (e.g., during an interview) or in attempt to have others view them as they view themselves (e.g., in accordance with their self-concepts). Thus, an actor who uses IM to be viewed as an attractive job candidate may, indeed, be smart and conscientious, or an actor who wishes to be seen as likable may, in fact, be a nice person.
Not all IM behaviors are consciously executed. That is, some IM behavior occurs subconsciously or is performed so habitually that individuals are not fully aware of their actions. IM theorists have argued, though that when IM is the result of a conscious process, the motive to manage impressions is a function of three factors: the goal relevance of the impression, the value of the desired outcomes, and the perceived discrepancy between an individual’s desired and current image. Goal relevance means that the motivation to manage impressions is especially high when the impression one makes is critical for attaining social outcomes (e.g., approval, friendship, assistance) and/or material outcomes (e.g., better jobs, higher salaries). For example, an individual’s motivation to manage impressions tends to increase when his or her behavior is public (rather than private) and when he or she is dependent on a target (e.g., the target is the person’s supervisor). The value of desired outcomes suggests that the more people want certain outcomes, the more likely they are to manage impressions in an effort to obtain them. Thus, it is not surprising that job applicants and those seeking promotions typically engage in IM behavior. Finally, the discrepancy between the desired and current image means that individuals are particularly motivated to engage in IM when they believe that others see them in ways that are inconsistent with how they would like to be seen. So, individuals who realize that they are viewed negatively are often eager to use IM behaviors to change the minds of those who view them unfavorably.
Broadly speaking, IM tactics are described as being either assertive or defensive. Assertive tactics of IM are initiated by people to create or reinforce a certain impression to a target. In contrast, defensive strategies of IM are more reactive and are typically employed when individuals are faced with situations in which they are likely to be viewed negatively.