Ingratiation is an impression management strategy whereby actors try to curry favor with targets, and is one of the more pervasive social activities in a workplace. An assumption in the literature is that a target’s awareness of the tactical purposes behind ingratiation is an ethical concern which triggers suspicions of ulterior motives and casts the actor as distrustful. However, this assumption fails to consider alternative explanations in that ingratiation may also be perceived as occurring for authentic purposes. This alternative view (...) may cause targets to cast the actor differently, and thus presents an intriguing ethical paradox where actors could be recognized by targets as trustful, distrustful, or some level in-between. This research draws on behavioral ethics and attributional models to investigate supervisor trust of employees who engage in ingratiation. We report two studies that examine perceived tactical ingratiation, perceived authentic ingratiation, and their interaction as predictors of supervisor trust using multisource data from two field samples. Across the two studies, we find positive interactions between tactical and authentic ingratiation as predictors of trust and trustworthiness. Study 2 also shows that combined tactical and authentic ingratiation predicts the trustworthiness dimensions of benevolence and integrity, but not ability. The results suggest that ingratiation is portrayed somewhat bleaker than necessary in the literature, and that when actors engage in tactical ingratiation that is also deemed authentic, targets respond with less concern than the literature would suggest. (shrink)

Extant research has identified various effects of leader humor on subordinates and work groups. In contrast, less research has explored the influence of leader humor on leaders themselves and leaders’ subsequent behaviors. To address these issues, we drew from ego depletion theory and investigated when and how leader humor impacted leader workplace deviance. We argued that leader humor along with high impression management motive would bring increased ego depletion to leaders themselves and ultimately result in more leader workplace deviance. We (...) tested our theoretical model using a three-wave time-lagged field survey data collected from 103 leaders and 595 subordinates, as well as an experiment involving 487 leader participants, which provided overall support for our hypotheses. Our findings revealed the possible dark side of leader humor influencing both leaders themselves and organizations. Theoretical contributions and new avenues for future research are addressed. (shrink)

In this paper, we examine how organizations’ impression management evolves in response to rising stakeholder pressures regarding organizations’ corporate responsibility initiatives. We conducted a comparative case study analysis over a period of 13 years for two organizations—Exxon and BP—that took extreme initial stances on climate change. We found that as stakeholder pressures rose, their IM tactics unfolded in four phases: advocating the initial stance, sensegiving to clarify the initial stance, image repairing, and adjusting the stance. Taken together, our analysis of (...) IM over these four phases provides three key insights about the evolution of IM in the face of rising pressures. First, when faced with stakeholder pressures, it seems that organizations do not immediately resort to conforming but tend to give in gradually when pressures increase and start to come from relatively powerful stakeholders. Second, evolution of IM seems to be characterized by path dependence, i.e., even as organizations’ positions evolve, they continue to show their conviction in their initial positions and try to convey that their subsequent positions flow logically from the previous ones. Finally, IM involves navigation between symbolism and substance, and companies tend to strive toward harmonizing their symbolic and substantive actions as stakeholder pressure increases. (shrink)