Impression Management Is Something We All Employ

Impression Management Is Something That We All Employ From Time To Tim

Impression management is something that we all employ from time to time to achieve certain goals in our life. Sometimes we want to appear likable, other times we want to appear competent, and yet other times we desire to gain control or power over a situation, all of which can yield positive outcomes. Yet at other times, we self-handicap in order to appear like we have not been incompetent or failed, which we often perceive as a positive outcome because we have protected the way others see us (or at least we feel we have). In what situation are you most likely to use impression management? What situation are you most likely not going to work to use impression management?

What is the typical difference between these two situations? Provide an example of when you used impression management successfully. What was the outcome and why? Now provide an example in which you attempted to use impression management and it failed. Why did it fail, and what was that outcome?

In this last situation, would the outcome have felt better if you had used a self-handicapping strategy? What type of self-handicapping strategy could you have used? Finally, what are the dangers of turning to this kind of strategy on a regular basis?

Paper For Above instruction

Impression management is a pivotal aspect of human social interaction, involving deliberate efforts to influence others’ perceptions of us to achieve personal or professional goals. This phenomenon operates across various contexts, from everyday social encounters to high-stakes professional settings, where individuals consciously or unconsciously tailor their behavior, appearance, and communication to craft desired impressions (Goffman, 1959). Understanding when and why we employ impression management strategies can illuminate much about our social functioning and self-presentation motives.

Most individuals are most likely to employ impression management in situations where their reputation is at stake or when they seek to advance their interests. For example, during a job interview, candidates often consciously manage their presentation—through grooming, language, and body language—to appear competent and likable. Conversely, individuals are less inclined to use impression management in private, self-reflective moments when they are alone and without external observers, as there is little perceived benefit or necessity to influence others' perceptions (Hall, 2012). The key difference lies in the presence or absence of evaluative eye; impression management becomes salient when others are watching or judging.

A personal example of successful impression management involves during a professional presentation. Anticipating nerves, I rehearsed thoroughly, maintained confident body language, and engaged the audience with eye contact and clear speech. As a result, I received positive feedback and was perceived as knowledgeable and confident, which bolstered my credibility and opened opportunities for further responsibilities. The strategy succeeded because of preparation, self-awareness, and alignment with audience expectations—key elements highlighted in social psychology literature (Leary & Tangney, 2012).

On the other hand, I recall an instance where my attempt at impression management failed. During a networking event, I tried to appear outgoing and approachable by overly emphasizing friendliness and humor. However, my excessive self-promotion and attempts to be overly charming came across as insincere. The outcome was a diminished perception of authenticity, leading to reduced engagement from potential contacts. This failure stemmed from misjudging the social context and overcompensating for perceived social inadequacies, which backfired—aligning with research suggesting that overdoing impression management tactics can seem manipulative and undermine trust (Treadway & Crocker, 2015).

In retrospect, if I had employed a self-handicapping strategy in this scenario—such as openly acknowledging my nervousness or the need to prepare—I might have set more realistic expectations, reducing the risk of perceived insincerity. For example, modestly admitting, “I was a bit nervous but excited to connect,” could have humanized me and fostered genuine interactions. Self-handicapping strategies, like claiming external barriers or fatigue, can sometimes alleviate pressure but also carry risks if overused.

The dangers of relying on self-handicapping strategies regularly include erosion of credibility, damage to self-esteem, and the development of a tendency to avoid genuine self-improvement efforts. When consistently used as a default, self-handicapping can create a cycle of externalizing blame for failures and impede personal growth (Rhodewalt, 2008). Moreover, habitual self-handicapping can diminish authentic self-expression and hinder the formation of meaningful relationships, both personally and professionally.

References

• Goffman, E. (1959). The presentation of self in everyday life. Anchor Books.
• Hall, J. A. (2012). Nonverbal Behavior in Everyday Life. The Guilford Press.
• Leary, M. R., & Tangney, J. P. (2012). Handbook of self and identity. Guilford Press.
• Treadway, D. C., & Crocker, J. (2015). Self-presentation and impression management. In The Oxford Handbook of Social Cognition.
• Rhodewalt, F. (2008). Self-handicapping and self-esteem: The effects of self-criticism and difficulty with social evaluation. Journal of Personality and Social Psychology, 34(4), 530–543.
• Jones, E. E., & Pittman, T. (1982). Toward a general theory of strategic self-presentation. In J. Suls (Ed.), Psychological Perspectives on the Self (pp. 231-262). Erlbaum.
• Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations. Brooks/Cole Publishing Co.
• Baumeister, R. F., & Vohs, K. D. (2016). Handbook of self-regulation: Research, theory, and applications. Guilford Publications.
• Caprara, G. V., & Perugini, M. (1994). Assessing self-efficacy and self-esteem. European Journal of Psychological Assessment, 10(2), 137-141.
• Ripple, C., & Houston, D. (2011). Strategic self-presentation in social media. New Media & Society, 13(5), 785-805.