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Article: Subordinate reactions to the use of impression management tactics and feedback by the supervisor.
- Article from:
- Journal of Managerial Issues
- Article date:
- March 22, 1996
- Author:
CopyrightCOPYRIGHT 1996 Pittsburg State University - Department of Economics. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan. All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)
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It is commonly accepted that individuals in organizations use impression management tactics to control the information available to others about themselves in order to control the image presented. In recent years, more and more research attention has been placed on how (i.e., what tactics are used) individuals can manage or manipulate the impressions others hold of them (Kumar and Beyerlein, 1991; Schriesheim and Hinkin, 1990; Yukl and Falbe, 1990). Since the landmark work of Kipnis, Schmidt, and Wilkinson (1980), impression management research generally has focused on how a subordinate can manage the impressions of the boss (e.g., Ansari and Kapoor, 1987; Ashford and ...