Deceptive Impression Management: Does Deception Pay in Established Workplace Relationships?

Abstract

deception, impression management, leader–member exchange, promotability,

Strategically camouflaged corporate governance in IPOs: Entrepreneurial masking and impression management

“…Indeed, a long line of research in the broader psychological literature on IM indicates that individuals will often resort to negative behaviors as a way of maintaining a favorable impression (Carlson et al, 2011;Leary, 1995;Campion, 2006, 2007;Weiss and Feldman, 2006). 2 A key finding of this broader literature is that people are more likely to use deception when the stakes are high and being viewed positively is crucial to the outcome (Levashina and Campion, 2006).…”

Who is Being Judged Promotable: Good actors, high performers, highly committed or birds of a feather?

“…Moreover, they found that assertiveness has a negative effect on performance assessments but has a positive effect on extrinsic success. In a recent study, Carlson and his colleagues () found that deceptive IM is negatively related to promotability ratings. On the contrary, Shaughnessy et al () did not find a positive association between IM tactics (i.e., ingratiation and assertiveness) and promotability ratings.…”

“…Past research on IM tactics has generally used some variations of the scales developed by Kumar and Beyerlein (), Wayne and Ferris (), or Schriesheim and Hinkin (). For example, Carlson and his colleagues () used a six‐item scale adapted from Kumar and Beyerlein's () Measure of Ingratiatory Behaviors in Organizational Settings (MIBOS) and Wayne and Ferris’ scale () of a subordinate's deceptive IM strategies. Shaughnessy, Treadway, Breland, Williams, and Brouer () used a three‐item scale adapted from Schriesheim and Hinkin ().…”

Neural correlates of self-deception and impression-management

“…Individuals attempt to create impressions of their personal qualities, including their attitudes, moods, roles, status, interests and beliefs and thereby aim to portray themselves in a socially desirable manner as appearing competent, attractive, friendly and honest (Singh et al, 2002). Creating such impressions requires emotion-regulation (Reyers and Matusitz, 2012), behavioural modification (Ellis et al, 2002), self-monitoring (Turnley and Bolino, 2001) and even outright deception (Carlson et al, 2011). Impression-management is context dependent (i.e.…”