Behavioural Flexibility: The Use of Upward Impression Management Tactics by Subordinates for Good Performance Rating from Leader and Impact of Organizational & Leader’s Machiavellianism

Abstract

In this changing organizational environment where people are more concerned about their image and growth, behavioural flexibility is not only common, but may be desirable as well. In order to meet their goals, people change their behaviour and this behavioural flexibility helps them to manage their image as per the demand of the situation. The use of impression management (IM) tactics is one form of behavioural flexibility. The present study explores the impact of the characteristics of the target and organizational culture on the use of different impression management tactics by subordinates for getting good performance rating (goal). This study specifically focuses on Machiavellian characteristics of a target (leader in this case) and Machiavellian organizational culture. This is a 2 × 2 experimental study where the target is the leader and the actor is subordinate, i.e., the subordinate tries to impress the leader. The independent variables in the study, as mentioned above, are high and low Machiavellian leader and organizational culture. The dependent variables are the use of different impression management tactics, like exemplification, intimidation, supplication, entitlements, self-enhancement, and blasting tactics. The experiment has been conducted on 102 graduate and postgraduate engineering students of a premier technology institute of India. The target Machiavellianism (Leader’s Mach) and organizational Machiavellianism (organizational Mach) were manipulated and performance rating was controlled through animation videos. We first checked for the internal validity of experimental manipulation through ANOVA, which provided strong support for the internal validity of this study. Two-way ANOVA was conducted to assess the independent and joint effects of target and organizational Machiavellianism on the use of specific impression management tactics to check the subordinate’s flexible behaviour in particular situations. Results indicate that both organizational and target Machiavellianism have an impact on the use of different impression management tactics. This shows that organizational and target’s characteristics both stimulate an individual towards behaviour flexibility. Results are further discussed for their theoretical and practical implications.