Impression management behavior: effects of the organizational system

Amos Drory · Nurit Zaidman

64 citations0/0 files storedJournal of Managerial Psychology

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Job Satisfaction and Organizational Behavior Management Theory and Practice Management and Organizational Studies

Abstract

Purpose The purpose of this paper is to compare patterns of impression management in two organizational systems, namely, organic and mechanistic. Design/methodology/approach Qualitative data were gathered from 23 employees by means of in‐depth, semi‐structured interviews. In addition, questionnaires pertaining to the use of impression management strategies toward superiors and peers were given to 208 employees from military and R&D organizations. Findings The results suggest that employees in mechanistic systems engage more in impression management behavior and direct their efforts more often toward their superiors than toward their peers, most frequently by using the strategy of “Ingratiation”. On the other hand, employees in the organic system sample use impression management to a lesser extent, and they direct it more equally toward superiors and peers. Their predominant strategy is “Initiation.” These results are discussed in light of the differences in the norms and structural characteristics of the two organizational systems. Research limitations/implications The mechanistic system was represented by a military organization and there is disproportionate representation of males in the survey sample. Originality/value The paper demonstrates the importance of the specific characteristics of an organizational system in shaping employees' impression management behavior.

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References

1956The Presentation of Self in Everyday Life.2003Research Methods for Business Students 1993Organizational culture and leadership 1991Measurement and Control of Response Bias 1974Self-monitoring of expressive behavior.1990Impression management: A literature review and two-component model.1990Organizational culture.1961The acquaintance process.

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