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Reaching the Top? Profiles of Impression Management and Career Success
Employees use impression management (IM) tactics to influence their image at work. Whereas findings regarding the effects of IM on interview outcomes and performance evaluations are extensive, our understanding of the career implications of IM is both limited and inconclusive. In this two-study paper, we used latent profile analysis to better understand the relationship between the use of five IM tactics in combination—ingratiation, self-promotion, exemplification, intimidation, and supplication—and multiple indicators of objective career success (i.e., salary, promotions, and supervisor-rated reward recommendations) and subjective career success. Four different IM profiles were identified in a sample of 237 employees in Study 1 and which were replicated in Study 2 with 268 employees. In Study 1, we found that the highest levels of salaries and promotions (reflecting objective career success) were associated with a passive use of IM (i.e., employing all five IM strategies at low frequency), thereby running counter to our initial expectations. In contrast, the highest level of subjective career success was associated with a positive use of IM (i.e., a pattern employing the three positive strategies ingratiation, self-promotion and exemplification at higher levels). In Study 2, we found positive use of IM to be associated with the highest level of supervisor-rated reward recommendations as a further indicator of objective career success (followed by passives with the second highest reward recommendations). Our findings highlight the importance of viewing objective and subjective career success as qualitatively different constructs and suggest benefits of employing passive IM use for objective career success.
Too much self‐promotion! How self‐promotion climate relates to employees' supervisor‐focused self‐promotion effectiveness and their work group's performance
Self-promotion has largely been researched from an individual perspective. It is thus unclear if this behavior is functional or dysfunctional within a broader social context. The present study offers a contribution in this regard by examining self-promotion within work groups. In particular, we hypothesized that work group self-promotion climate—referring to the shared perception of the occurrence of self-promotion in the work group—moderates the relationships between individuals' supervisor-focused self-promotion and supervisor ratings of both job performance and promotability. More precisely, we expected these relationships to be positive only when self-promotion climate is low. With respect to the entire work group, we further hypothesized that self-promotion climate negatively relates to supervisor-rated work group performance via impaired work group cohesion. We tested these propositions with data from 195 work groups. Multivariate path analysis provided support for our hypothesized model. Taken together, our findings illustrate the important role of self-promotion as a climate construct. In particular, self-promotion climate helps us better understand the role of self-promotion for individuals and work groups.
Who will go the extra mile? Selecting organizational citizens with a personality-based structured job interview
Employees’ organizational citizenship behaviors (OCB) are important drivers of organizational effectiveness. Yet, there exist no established tools for selecting employees with a propensity to engage in OCB. Given that personality traits describe typical behavioral tendencies and are established OCB predictors, we propose that personality assessment is a useful approach for selecting employees who are likely to exhibit OCB. To test this proposition, we developed a structured job interview measuring the Big Five traits and then compared this interview to a personality self-report measure to determine whichmethod of personality assessment works best for selecting organizational citizens. Employees (N = 223) from various occupations participated in the structured job interview and completed the personality self-report in a simulated selection setting. We then obtained supervisor ratings of employees’ OCB. Results supported the assumption that structured job interviews can be specifically designed to assess the Big Five personality traits and, most importantly, to predict OCB. Interview ratings of specific personality traits differentially predicted different types of OCB (i.e., OCB-compliance, OCB-helping, and OCB-initiative) and explained incremental variance in OCB over and above personality self-reports and verbal cognitive ability. Taken together, these findings expand our knowledge about dispositional predictors of OCBs, personality assessment in selection, and the design of job interviews.