Impression Management

Question 1

Active Influence and Self-Presentation in Social Environments

Answer 1

Shaping Social Environments:
People actively influence surroundings to feel more beneficial and less threatening.
Selecting Circumstances for Success:
Choices in friends, careers, and hobbies align with personal goals.
Influencing Others:
Adjusting others’ attitudes and behaviors helps in achieving goals.
Managing Self-Presentation:
People consciously or unconsciously control information shared about themselves.
Personal Agendas:
Agendas guide what people want to achieve and the methods they use to reach their goals.

Question 2

Impression Management

Answer 2

Definition:
The process by which individuals control the impressions others form of them.
Purpose:
To regulate information shared with others, whether real or imagined.
Public vs. Private Self-Perception:
Focuses on shaping others’ perceptions rather than personal self-perception.
Public Self-Presentation:
Always visible through overt behaviors.

Question 3

History of IM: Symbolic Interactionism (1902)

Answer 3

Overview:
Symbolic interactionism posits that people understand their social worlds through communication and interaction.
Self-Regulation Through Perspective-Taking:
Individuals imagine themselves in others’ roles, anticipating reactions to guide their own actions.
Impact on Self-Perception:
This process shapes not only how others view a person but also how they view themselves.

Question 4

History of IM: Dramaturgical Analysis (1959)

Answer 4

Shakespeare’s Influence on Goffman:
Inspired by “All the world’s a stage…” Goffman viewed social life as a theatrical performance.
Dramaturgical Analysis:
Goffman’s theory compares real-life interactions to a stage play, where social settings are “scenes” and people are “actors” managing impressions.
Front Stage vs. Backstage:
Front Stage:The persona we show publicly to impress others.
Backstage:A private space where we act more authentically, without concern for external judgment.
Case Study Example (Albas & Albas, 1988):
“Aces” (high scorers) minimized their success around “Bombers” (low scorers) to be considerate.
In “Ace-to-Ace” interactions, students openly celebrated their success.

Question 5

The Evolution of Impression Management in Research

Answer 5

Initial View (Pre-1980s):
Impression management was considered aminor or distracting factorin research, often seen as a contaminant.
Example:Subjects might alter behavior due toevaluation apprehensionorsocial desirability bias,interfering with research accuracy.
Shift in Perspective:
Recognized as acore interpersonal processworth scientific study.
Researchers began analyzing impression management across various social phenomena:
Aggression
Social Facilitation
Attributions
Attitude Change

Question 6

Restrictive vs. Expansive Views of Impression Management

Answer 6

Restrictive Views:
Seen as behavior used only in specific situations or by certain people.
Often associated withselfish motives(e.g., seeking power or approval).
Viewed aspretense or deceit, aimed at real audiences who are present or anticipated.
Expansive Approach:
Considered anever-presentpart of social interactions.
Helps define roles and identities, allowing smoother interactions.
Communicates identity and intentions:“This is who I am” and “This is what I’m going to do.”
Not superficial—information is packaged to suit the audience, goals, and context, aiming for truth but tailored for the situation.

Question 7

Dimensions of Impression Regulation:

Answer 7

Cognitive Effort:Amount of thought required to present information.
Consciousness:Awareness of actively creating an impression.
Perceived Authenticity:Whether behavior appears genuine or deceptive.
Automatic vs. Controlled:Spontaneous vs. deliberate actions.
Motivation:Behavior aimed to benefit or exploit others.
Audience:Tailoring behavior based on the audience present.

Question 8

Continuum of Impression Monitoring:

Answer 8

Low Awareness:Oblivious to others’ reactions, often in intense emotions or deindividuating situations (e.g., impulsive actions when anonymous).
High Awareness:Acute public awareness, where making the right impression is essential.
Typical State:Operating in a middle ground, scanning the environment nonconsciously for cues on how others may perceive us.

Question 9

Components of IM and Motivation

Answer 9

Key Components of Impression Management:
Impression Motivation:The desire to control how others perceive us.
Impression Construction:The strategies used to create a desired image.
Primary Motives Behind Impression Management:
Self-Glorification
Self-Consistency
Self-Authentication

Question 10

Self-Glorification

Answer 10

Definition:
Self-glorification involves actions aimed at enhancing or maintaining one’s self-esteem through favorable feedback from others.
Purpose:
Engaging in behaviors that lead to approval and admiration, thereby boosting self-worth and creating a positive self-image.
Examples:
Sports:Highlighting achievements in interviews or celebrating on the field to gain fan admiration.
Real Life:Sharing personal successes on social media or seeking recognition in academic or work settings.

Question 11

Self-Consistency

Answer 11

Definition:
The effort to confirm one’s existing self-conceptions, providing stability and predictability.
Purpose:
Aligning actions with self-view, even if the self-perception is limiting, to reduce discomfort.
Examples:
Sports:Avoiding high-risk plays to reinforce a self-view as “average.”
Real Life:Shying away from social events or leadership roles to align with a self-concept as shy or non-leadership-oriented.

Question 12

Self-Authentication

Answer 12

Definition:
Exploring and expressing behaviors aligned with one’s true self, focusing on personal fulfillment over others’ approval.
Purpose:
Allows individuals to act in ways that feel genuine and aligned with their values, promoting self-discovery and authenticity.
Examples:
Sports:Experimenting with positions or sports to find one’s authentic athletic identity.
Real Life:Pursuing hobbies or career paths that reflect personal interests rather than external expectations.

Question 13

Factors Influencing Influencing IM

Answer 13

Goal-Relevance of Impressions
Value of Desired Goals:
Discrepancy Between Desired and Current Image:

Question 14

Goal-Relevance of Impressions

Answer 14

People manage impressions when it aligns with important goals like identity development, self-esteem, or material outcomes.
Key Factors:
Publicity of Behavior:Public actions increase motivation to impression-manage.
Dependency on Others:Higher motivation if outcomes depend on others’ approval (e.g., bosses).
Frequency of Contact:More frequent interactions increase the need to create a consistent impression.

Question 15

3. Discrepancy Between Desired and Current Image:

Answer 15

Motivation rises if there’s a gap between desired self-image and perceived image.
Strategies to Repair Image:
Highlighting strengths, associating with successful people, or self-handicapping (creating excuses to protect identity).

Question 16

2. Value of Desired Goals:

Answer 16

Greater impression motivation for highly valued or competitive goals (e.g., job interview).
Target Characteristics:More motivation for high-status, powerful, or likable audiences; those needing approval are more driven to seek acceptance.

Question 17

Impression Construction

Answer 17

Determining the Desired Impression:
Individuals decide the specific image they want to project and select strategies to achieve it.
Key Questions:
What kind of impression do I want to make?
How will I create that impression?
Aspects of Self Presented:
Impressions extend beyond personal attributes to include attitudes, moods, roles, status, physical appearance, interests, and beliefs.
Methods of Impression Construction:
Verbal Communication:What we say about ourselves.
Nonverbal Behavior:Body language, gestures, and facial expressions.
Public Attributions:Aligning with particular values or causes.
Associations:Connections with certain people or groups.
Physical Appearance and Choices:Clothing, grooming, and even food selections as signals to others.

Question 18

Determinants of Impression Construction

Answer 18

1. Self-Concept (Intrapersonal):
2. Desired and Undesired Identity Images (Intrapersonal):
3. Role Constraints (Interpersonal):
4. Target Values (Interpersonal):
5. Current or Potential Social Image (Interpersonal):

Question 19

1. Self-Concept (Intrapersonal):

Answer 19

Self-view shapes the qualities people choose to display.
People avoid claiming traits inconsistent with how they see themselves.

Question 20

2. Desired and Undesired Identity Images (Intrapersonal):

Answer 20

Individuals highlight traits they wish to be associated with.
They also avoid presenting traits they find undesirable.

Question 20

3. Role Constraints (Interpersonal):

Answer 20

Social roles carry specific expectations for behavior (e.g., leader, friend).
Failure to align with role expectations can diminish effectiveness

Question 21

4. Target Values (Interpersonal):

Answer 21

Impressions are tailored to align with the values of significant others (e.g., friends, mentors).
Occasionally, people present themselves inconsistently to appeal to different groups.

Question 21

5. Current or Potential Social Image (Interpersonal):

Answer 21

People consider how others currently see them and how they want to be perceived in the future.
Strategies to repair a damaged image include emphasizing strengths, making apologies, or self-handicapping.

Question 22

Impression Assessment

Answer 22

Creating and Evaluating Impressions:
IM begins with the content we want to convey, followed by strategies to project that image.
Although IM is often described as a linear process (motivation → action), it’s actually dynamic and ongoing, involving constant assessment.
Evaluating Success of Impressions:
If Success is Perceived:
Individuals halt active impression efforts but maintain behaviors that support the created image.
If Desired Impression is Not Yet Achieved:
Continue Effort:If success seems possible with continued effort, they adjust behaviors to strengthen the impression.
Switch Strategy:If success seems unlikely, they may change approach (e.g., shifting from competence to friendliness).
Protective Strategy:If success seems unattainable, they adopt protective behaviors to preserve self-image, forgoing further attempts to create a specific impression