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A Multi-Level Review of Impression Management Motives and Behaviors

Division of Management, Price College of Business, University of Oklahoma, Norman, OK 73109-4006, mbolino{at}ou.edu

K. Michele Kacmar

Department of Management and Marketing, Culverhouse College of Commerce and Business Administration, University of Alabama, Tuscaloosa, AL 35487-0223

William H. Turnley

Department of Management, College of Business Administration, Kansas State University, Manhattan, KS 66506

J. Bruce Gilstrap

Division of Management, Price College of Business, University of Oklahoma, Norman, OK 73109-4006

This article selectively reviews studies of impression management (IM) published since 1988 and identifies strengths, limitations, and future research directions in three key areas: research investigating the use of IM at the individual level of analysis (e.g., performance appraisal); research that applies IM theory, concepts, and thinking to better understand organizational phenomena (e.g., feedback seeking); and research investigating organizational-level IM (e.g., how firms create legitimacy). Following their review, the authors offer some overarching recommendations for future examinations of IM in organizations, giving particular attention to the need for clear definitions and categories of IM behaviors and the value of multi-level investigations.

Key Words: impression management • self-presentation • ingratiation • self-promotion

Journal of Management, Vol. 34, No. 6, 1080-1109 (2008)
DOI: 10.1177/0149206308324325


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