Nonlinearity in the relationship between impression management tactics and interview performance

Abstract

AbstractThis study examined the linear and nonlinear relationships between applicant impression management (IM) behaviors during the interview and subsequent interview performance. We proposed that honest IM would have a nonlinear effect on interview performance, whereas deceptive IM would demonstrate a linear effect. Hypotheses were examined using a sample of 693 high‐fidelity interviews. Results indicated that honest IM has a nonlinear relationship with interview performance, such that honest IM appears to only be effective up to a particular point, after which it becomes detrimental. Conversely, the relationship between deceptive IM and interview performance was more linear and negative. This study contributes to our understanding of IM by demonstrating that the effects of IM on performance are more complex than previously identified.