Effects of Self‐Deceptive Enhancement on Personality–Job Performance Relationships

Abstract

Theoretical and empirical evidence distinguishes between two types of response distortion: impression management (IM) and self‐deceptive enhancement (SDE), although most research in Industrial/Organizational Psychology has focused on the effects of IM. The present study compared the effects of IM and SDE on job performance and personality validity. Two‐hundred and sixty‐one managers completed Big Five Personality, SDE, and IM measures. The managers' supervisors, peers, and subordinates rated their job performance. In accordance with previous research, accounting for managers' IM scores did not increase prediction of job performance. On the other hand, accounting for SDE did increase prediction. Increased prediction was due to an interaction between Extraversion and SDE, and an increase in the predictive validity of Emotional Stability when SDE was held constant. Results suggested that findings from previous research demonstrating that IM does not affect job performance or personality validity cannot be extended to SDE.