Impression management theory has been popular in sociology and social psychology for many years. This volume offers the first comprehensive application of impression management theory to organizational settings.
Researchers and practitioners in organizational settings have recently been using this theory as an explanatory model to focus on the roles and identities that "social actors" utilize in interpersonal situations. The theory of impression management provides a framework for the techniques and strategies people use in order to look good as well as the excuses and justifications they employ to avoid looking bad.
Table of Contents
Contents: R.A. Giacalone, P. Rosenfeld, Introduction -- Impression Management in Organizations: An Overview. Part I:Perspectives on Impression Management in Organizations. Section A:The Social Psychological Perspective. M. Snyder, J. Copeland, Self-Monitoring Processes in Organizational Settings. B.R. Schlenker, M.F. Weigol, Self-Identification and Accountability. R. Cialdini, Indirect Tactics of Image Management: Beyond Basking. R.F. Baumeister, Motives and Costs of Self-Presentation in Organizations. R.L. Higgins, C.R. Snyder, The Business of Excuses. C.A. Riordan, Images of Corporate Success. N. Bell, P. Tetlock, The Intuitive Politician and the Assignment of Blame in Organizations. R.M. Arkin, J.A. Sheppard, Self-Presentation Styles in Organizations. Section B:The Management Perspective. G.R. Ferris, G.S. Russ, P.M. Fandt, Politics in Organizations. D.J. Moberg, The Ethics of Impression Management. E.F. Stone, Self-Presentational Biases in Organizational Research. V.L. Huber, G.P. Latham, E.A. Locke, The Management of Impressions Through Goal Setting. D.A. Gioia, Self-Serving Bias as a Self-Sensemaking Strategy: Explicit Versus Tacit Impression Management. D.A. Ralston, P.M. Elsass, Ingratiation and Impression Management in the Organization. Part II:Applications of Impression Management to Organizational Settings. Section A:Selection and Organizational Entry. J.P. Wanous, Impression Management at Organizational Entry. C. Fletcher, Impression Management in the Selection Interview. S.B. Knouse, Impression Management and the Letter of Recommendation. Section B:Supervisors and Employees. P. Villanova, H.J. Bernardin, Impression Management in the Context of Performance Appraisal. R.A. Giacalone, H.G. Pollard, D.E. Brannen, The Role of Forensic Factors and Grievant Impression Management on Labor Arbitration Decisions. R.W. Eder, D.B. Fedor, Impression Management: Its Interpretative Role in the Supervisor-Employee Feedback Process. Section C:Leadership. R.C. Liden, T.R. Mitchell, Ingratiation in the Development of Leader-Member Exchanges. M.R. Leary, Self-Presentational Processes in Leadership Emergence and Effectiveness. Section D:Antinormative Behaviors. P.J. DePaulo, B.M. DePaulo, J. Tang, G.W. Swaim, Lying and Detecting Lies in Organizations. S.L. Payne, Self-Presentational Tactics and Employee Theft. Section E:New Directions. S. Ornstein, Impression Management Through Office Design. S.J. Grove, R.P. Fisk, Impression Management in Services Marketing: A Dramaturgical Perspective.