Deck 11: Functional and Dysfunctional Consequences of Impression Management

Question 1

Impression management is a(n)

A) personal process.
B) organizational process.
C) industry.
D) personal process, organizational process, and an industry.

Answer 1

D

Question 2

An important contribution of impression management by individuals is that it leads to

A) more harmonious relationships with others in the workplace.
B) immediate returns on investment to the employer.
C) a decrease in self-confidence for people with over-inflated egos.
D) enough friction in the workplace to spark creativity.

Answer 2

A

Question 3

A study showed that interviewers were more likely to hire candidates who

A) made very little use of impression management techniques.
B) used impression management techniques.
C) engaged in self-promotion but avoided ingratiation.
D) avoided nonverbal forms of impression management.

Answer 3

B

Question 4

A study of the effects of ingratiation and self-promotion during the job interview found that

A) using both techniques had a powerful effect on influencing the interview outcomes.
B) using both techniques had a weak effect on influencing the interview outcomes.
C) self-promotion was not as effective as ingratiation in influencing the interview outcomes.
D) ingratiation strongly influenced the perceived fit and hiring recommendations.

Question 5

A pioneering study about the relationship between ingratiation and performance appraisal ratings found that ingratiation

A) influenced the performance ratings given by female supervisors.
B) influenced the performance ratings given by male supervisors.
C) had a major indirect impact on performance appraisal ratings.
D) had a major direct impact on performance appraisal ratings.

Question 6

A study with employees and their supervisors found that impression management is less likely to result in negative performance ratings when the

A) employees also use organizational politics.
B) employees avoid organizational politics.
C) supervisors engage in organizational politics.
D) supervisors avoid organizational politics.

Question 7

A study about performance evaluations conducted in Taiwan found that when employees engaged in impression management, they reduced the negative relationship between

A) physical appearance and job performance ratings.
B) numbers of hours worked and job performance ratings.
C) ingratiation and job performance ratings.
D) perceptions of organizational politics and job performance ratings.

Question 8

A study about ingratiation at the executive level found that ingratiatory behavior toward executives who control access to board positions can provide an alternative pathway to the boardroom for those who

A) are not high performers.
B) lack the social and educational credentials associated with the power elite.
C) possess the social and educational credentials associated with the power elite.
D) have relatively low self-esteem.

Question 9

Humor, as a form of ingratiating behavior, is likely to make the target

A) downgrade the actor.
B) feel insulted.
C) more susceptible to persuasion.
D) less susceptible to persuasion.

Question 10

With reference to leader-member exchanges, humor has been found to

A) enhance the quality of these exchanges.
B) decrease the quality of these exchanges.
C) decrease the importance of these exchanges.
D) enhance the importance of these exchanges.

Question 11

A study with student teams assuming the role of management consultants found that ingratiating behavior by teammates

A) enhanced interpersonal conflict.
B) encouraged faking of results.
C) enhanced job satisfaction.
D) decreased job satisfaction.

Question 12

A study with student teams assuming the role of management consultants found that ingratiation, altruism, and conscientiousness were

A) negatively related to team productivity.
B) perceived to be a form of negative manipulation.
C) negatively related to team members liking their peers.
D) positively related to team members liking their peers.

Question 13

A study of over 1,000 managers found that companies that develop a strong reputation by paying the most attention to sustainability issues showed

A) a decrease in profits and stock price during the year studied.
B) a rise in profits and stock price during the year studied.
C) no tangible benefit by paying attention to sustainability issues.
D) a substantial increase in employee turnover.

Question 14

A study about company reputation and stock price found that a good reputation

A) had a substantial positive relationship with the stock price.
B) typically lowered the stock price because investors thought money was being wasted.
C) had a neutral effect on the stock price.
D) influenced the stock price only for companies that made consumer products.

Question 15

A study of over 100 firms found that environmentally friendly firms experienced less stock price variability associated with

A) scandals uncovered within the firm.
B) insider trading.
C) risk associated with larger economic events.
D) risk associated with events related to the firm.

Question 16

The dysfunctional consequences of impression management are most likely to surface when its strategies and tactics are applied

A) during the early career stages.
B) without skill, sensitivity, and ethical reasoning.
C) in a competitive workplace.
D) in an organizational culture that values harmonious relationships.

Question 17

Cedric, a mechanical engineer at an airline manufacturer, ingratiates himself to his boss by being a yes-person. Cedric is particularly unethical because

A) he probably knows better than to ingratiate.
B) ingratiation is not part of engineering.
C) kissing up to the boss is not typical of engineers.
D) he is not presenting his independent professional judgment.

Question 18

The impression management tactic of opinion conformity is the most dysfunctional when the

A) subordinate goes along with a very bad decision just to please the boss.
B) superior does not welcome dissent.
C) superior is intimidating.
D) subordinate really does agree with the boss.

Question 19

Kerry, a sales representative, is likely to experience emotional labor when she frequently

A) expresses her true feelings too frequently with customers.
B) refers her most difficult customers to her manager.
C) suppresses her true feelings just to please customers.
D) walks outside the building to scream about having to please customers.

Question 20

A dysfunction noted of impression management is that the actor worries so much about looking good that he or she

A) experiences low job satisfaction.
B) chokes under pressure.
C) rises to an unsustainable performance level.
D) demands an unfair share of organizational rewards.

Question 21

A study showed that candidates for customer service positions who avoided using impression management tactics were perceived by interviewers as performing better than those candidates who used the tactics.

Question 22

A study at a university placement center indicated that self-promotion by applicants predicted how well they were judged to be suitable candidates, as well as being invited for an on-site visit.

Question 23

A pioneering study on the subject found that ingratiation by subordinates led to them being liked by supervisors, as well as being perceived as similar to the supervisors.

Question 24

A study with white-collar employees and theft supervisors suggested that employees who engage extensively in impression management, are less likely to receive negative evaluations when they engage in other aspects of organizational politics.

Question 25

A positive consequence of using humor to the person engaged in ingratiation is that helps him or her alleviate boredom.

Question 26

Workers who displays positive emotion are more likely to receive below-average performance evaluations because the workplace is "strictly business."

Question 27

A study with student teams showed that ingratiation, altruism, and conscientiousness were positively related to team members disliking their peers.

Question 28

A study with student teams acting as management consultants found that ingratiating behavior by teammates enhances satisfaction.

Question 29

A survey of approximately 1,200 managers found that companies who develop a strong reputation by paying attention to sustainability issues far outperform those that do not pay such attention.

Question 30

An investigation found that a company's reputation for being able to deliver growth, attract talented employees, and avoid ethical mishaps has a neutral impact on the value of its stock.

Question 31

A study about corporate image conducted with over 100 firms found environmentally friendly firms faced less stock price risk due to outside forces than did environmentally unfriendly firms.

Question 32

A study about corporate image conducted with over 100 firms indicated that when a firm is environmentally friendly, more public relations about the issue may not increase the stock price.

Question 33

The dysfunctional consequences of impression management are the most likely to surface when its strategies and tactics are applied without skill, sensitivity, and ethical reasoning.

Question 34

Impression management tactics are so difficult to implement that people intent on committing financial fraud rarely use these tactics to trick potential investors.

Question 35

Extreme opinion conformity in the form of yes-person behavior tends to help an organization because managers avoid having to deal with contradictory opinions.

Question 36

A problem noted with excessive impression management is that the actor focuses so much on social relationships that attention is diverted from work.

Question 37

An actor who spends too much time and effort in impression management runs the risk of being mistrusted.

Question 38

Emotional labor may come about when a person attempts to manage his or her impression by faking feelings and expressions.

Question 39

A key advantage of impression management is that it has proved to be quite useful in avoiding the problem of choking under pressure.

Question 40

The opinion was expressed in the textbook about impression management that workers not trying to create a good impression would create many dysfunctions.