The Relationship of Upward‐Influencing Behavior with Subordinate‐Impression Management Characteristics1

Abstract

The purpose of this study was to examine the relationship of subordinate‐impression management disposition, as measured by self‐monitoring and other‐deception, with the use of hard, soft, and rational upward‐influencing behavior in an organizational setting. One hundred and two bank employees confidentially completed the Self‐Monitoring Scale (SMS), Other‐Deception Questionnaire (ODQ), and Form M of the Profiles of Organizational Influence Strategies. The results provided mixed support for the hypothesis that increasing levels of self‐monitoring and other‐deception would be linked with rising levels of upward influencing. A significant self‐monitoring and other‐deception interaction was observed. As hypothesized, increasing levels of both self‐monitoring and other‐deception were associated with effectiveness in influencing the supervisor. The findings are discussed in terms of the psychological processes involved in influence strategy selection. It is also suggested that the ODQ and SMS may assess impression management motivation and skill, respectively. The implications of the findings are addressed.