Upward Impression Management
Goals, Influence Strategies, and Consequences
Bibliographic Data
| ID | 9891391 |
|---|---|
| Authors | Asha Rao (McGill University, corresponding author), Stuart M Schmidt (Department of Human Resource Administration, School of Business and Management, Temple University, Philadelphia, Pennsylvania 19122.), Lynda H Murray (Department of Accounting, School of Business and Management, Temple University, Philadelphia, Pennsylvania 19122.) |
| Year | 1995 |
| Volume | 48 |
| Issue | 2 |
| Pages | 147-167 |
| Publication date | 1995-02-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679504800203 |
| OpenAlex | W2107584407 |
| Language | EN |
| Citations received | 14 |
| References cited | 20 |
Employees often seek to create favorable impressions with their managers. An empirical study of the antecedents, process, and consequences of influence strategies in upward impression management found that subordinates have both multiple goals and strategies. Subordinates' strategies varied with their goals in impression management. They also reported using a wider range of strategies than usually attributed to impression management. Managerial ap- praisals were based on their impressions of their subordinates, and perceptions of their influence style. While subordinates may believe that ingratiation will help them get better appraisals, using coalitions appears to lead to favorable impressions and appraisals. Subordinate assertiveness may lead to unfavorable impressions and performance appraisals
Advertising · Assertiveness · Business · Impression · Impression formation · Impression management · Management styles · Perception · Public relations · Social perception · Style (visual arts · Communication in Education and Healthcare · Gender Diversity and Inequality · Management and Organizational Studies · Psychology · Social Psychology
Gender and Social Influence
Measuring Impression Management in Organizations
More criticisms, less mention of politicians, and rare party violations
Dispositional Effects in Intra-Organizational Influence Tactics
Influence Tactics Used by Subordinates
Influence Tactics Used by Subordinates
Have they learnt to interrupt
Tour Leaders' Impression Management and Job Performance
Influence tactics and work outcomes
From leisure to tourism
Upward impression management in the work place cross-cultural analysis
Literacy and the New Workplace
The Social Psychology of Access in Ethnographic Research
The Relationship Between Individualism-Collectivism, Face, And Feedback And Learning Processes In Hong Kong, Singapore, And The United States
Impression management
Impression Management in Organizations
Method variance as an artifact in self-reported affect and perceptions at work
Influence tactics, affect, and exchange quality in supervisor-subordinate interactions
Influence tactics and objectives in upward, downward, and lateral influence attempts.
Impression management
Relationships Between Subordinate Perceptions of Supervisor Influence Tactics and Attributed Bases of Supervisory Power
Managers' Pursuit of Individual and Organizational Goals
Influence strategy mixes in complex organizations
Some conditions affecting the use of ingratiation to influence performance evaluation
Self-promotion is not ingratiating
| Unique citing works | 14 |
|---|---|
| Citations per year | 0,48 |
| Citation span | 1997 - 2025 (29) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 13 |