Assignment 2: Impression Management 516944

Assignment 2 Impression Managementimpression Management Is Something

Impression management refers to the strategies individuals employ to influence how others perceive them in various situations. It involves conscious or unconscious efforts to shape one's image to achieve personal or social goals. People may want to appear likable, competent, powerful, or in control, depending on the context. Conversely, they might self-handicap — intentionally or unintentionally creating obstacles to protect their self-image or avoid admitting failure. This essay explores when impression management is most and least likely to be employed, provides examples of successful and failed attempts, and evaluates the role and risks of self-handicapping strategies.

Paper For Above instruction

Impression management plays a significant role in how individuals navigate social environments, often determining their success or failure in various interactions. Typically, people are most likely to employ impression management in situations where approval, competence, or authority is valued. For instance, during job interviews, individuals carefully present their best qualities to appear competent and confident, striving to make a positive impression on potential employers. In contrast, impression management is less likely to be employed in situations where authenticity or personal vulnerability is more acceptable or preferred, such as with close friends or in private settings where maintaining a specific image may not be necessary or beneficial.

The primary difference between these situations revolves around the social stakes and the importance of the outcome. In authentic or close relationships, individuals often feel more comfortable revealing their true selves, reducing the need for strategic self-presentation. Conversely, in professional or high-stakes scenarios, impression management becomes crucial as it directly influences the perceptions of others and potential opportunities.

For example, I successfully employed impression management during a university presentation. Recognizing the importance of appearing knowledgeable and confident to my peers and professors, I prepared thoroughly, maintained eye contact, and articulated my points clearly. The outcome was favorable; I received positive feedback, and my presentation was well-received. The strategic effort paid off because I aimed to project competence and confidence, which resonated with my audience and enhanced my credibility.

Conversely, I once attempted impression management during a social gathering where I sought to appear more interesting than I truly was by exaggerating my achievements. The approach backfired when a friend questioned some details, revealing inconsistencies. The outcome was awkward, and I felt embarrassed because the attempt to impress appeared insincere, damaging my credibility. This failure was rooted in overconfidence and a lack of authenticity, leading to a disconnect between my perceived image and reality.

In the latter scenario, employing a self-handicapping strategy might have mitigated the negative impact of failure. Instead of exaggerating achievements, I could have set modest expectations and prepared contingencies, such as openly acknowledging areas where I lacked experience or knowledge before the presentation. Self-handicapping involves creating obstacles or excuses for potential failure, which can protect self-esteem when outcomes are unfavorable.

However, regularly turning to self-handicapping strategies poses significant risks. It can foster a cycle of avoidance and lowering personal standards, ultimately diminishing self-confidence and authenticity. Over time, reliance on self-handicapping may hinder genuine growth and damage relationships, both personally and professionally. It may also lead to a perception of dishonesty or lack of integrity, undermining trust and credibility with others.

In conclusion, impression management is a vital social tool that varies depending on the context and stakes involved. While it can facilitate positive outcomes when used authentically and ethically, overreliance or manipulative tactics like self-handicapping can have detrimental effects. Striking a balance between self-presentation and authenticity is essential for maintaining trust and personal integrity in various social interactions.

References

  • Goffman, E. (1959). The Presentation of Self in Everyday Life. Anchor Books.
  • Bolino, M. C., & Turnley, W. H. (2003). More Theory, Research, and Practice about Impression Management. The Academy of Management Perspectives, 17(2), 93-98.
  • Leary, M. R., & Kowalski, R. M. (1990). Impression Management: A Literature Review and Two-Component Model. Psychological Bulletin, 107(1), 34-47.
  • Schlenker, B. R. (1980). Impression Management: The Self-Concept, Social Identity, and Interpersonal Relations. Brooks/Cole Publishing.
  • Deaux, K., & Major, B. (1987). Putting Gender into Context: An Interactive Model of Gender-Related Behavior. Psychological Review, 94(3), 369-389.
  • Jones, E. E., & Pittman, T. S. (1982). Toward a General Theory of Strategic Self-Presentation. In J. Suls (Ed.), Psychological Perspectives on the Self (pp. 231-262). Erlbaum.
  • Tracy, J. L., & Robins, R. W. (2004). Putting Face to the Mind: Self-Presentation Strategies and Their Association with Self-Consciousness. Self and Identity, 3(1), 1-20.
  • Yamagishi, T., & Yamagishi, M. (1994). Trust and Commitment in the United States and Japan. Motivation and Emotion, 18(2), 129-166.
  • Hall, J. A., & Matsumoto, D. (2004). Gender and Emotion. In P. Ekman & R. J. Davidson (Eds.), The Nature of Emotion: Fundamental Questions (pp. 347-351). Oxford University Press.
  • Baumeister, R. F. (1998). The Self. In D. Gilbert, S. Fiske, & G. Lindzey (Eds.), The Handbook of Social Psychology (4th ed., pp. 680-740). McGraw-Hill.