Tactics in Impression Management Post Covid

Research Proposal: Remote Work and the Leadership Pipeline through the Lens of Impression Management

Introduction

Remote work has become a staple in many organizations, particularly in the wake of COVID-19 lockdowns, which introduced remote work in a big way. As businesses adapt to this new mode of operation, preferred by many workers, there are significant implications for leadership development and the leadership pipeline. One of the critical aspects that has not been thoroughly explored is how impression management, the process by which individuals attempt to control the perceptions others have of them, plays out in a remote work environment (Franken et al., 2021; Pianese et al., 2023). This research intends to bridge the gap between theory and practice by examining the interplay between remote work, leadership development, and impression management.

Research Questions

1. How does remote work influence impression management strategies among emerging leaders?

2. What are the implications of these strategies on the leadership pipeline in organizations?

Theoretical Framework: Impression Management in Remote Work

Impression Management: A Brief Overview

Impression management is rooted in sociology and psychology, and is the process by which people attempt to influence the perceptions that others have of them. This can be either to present themselves in a favorable light or to shield themselves from negative judgments. Sociologist Erving Goffman developed the idea of impression management in his seminal work, "The Presentation of Self in Everyday Life" (1949). Goffman likened impression management to a theatrical performance where individuals play roles, make use of props, and perform in a manner that is expected of them by their audience. Impression management, as a concept, could also be said to have some roots in symbolic interactionism, which is a theoretical perspective that places emphasis on the subjective meanings and symbolic interactions people have with one another (Whelan, 2021).

Key Concepts and Mechanisms

Some key concepts and mechanisms need to be explained as they relate to the theory of impression management before moving forward. These help to provide a deeper understanding in terms of how the theory is applied. These concepts and mechanisms include frontstage/backstage action, positive/negative impression management, and defensive/assertive impression management (Ghasempour et al., 2023).

Frontstage and Backstage

Goffman (1949) introduced the idea that in social interactions, there is a “frontstage” where individuals perform and a 'back stage' where they prepare for their performance. For example, in a professional setting, a meeting might be the “frontstage” while the “backstage” might be the preparation that goes into the meeting (Pelzer, 2021).

Positive and Negative Impression Management

Most impression management strategies are meant to create a positive impression (Jackson & Lilleker, 2020). Examples typically include, punctuality in virtual meetings, sharing achievements, and active participation in team meetings. However, there are times when people might need to engage in behaviors to intentionally create a negative impression if it serves a purpose. Examples might include playing the “bad cop,” lowering expectations in order to exceed them later, or distancing oneself from failure by highlighting reservations or lack of personal involvement.

Defensive and Assertive Impression Management

Defensive strategies are used to protect one's self-image (Myers et al., 2021). Examples would be justifying actions, avoiding controversial topics, or downplaying mistakes. Assertive strategies are proactive measures taken to enhance one's image. These would include taking initiative, publicly assisting colleagues, and seeking feedback (Myers et al., 2021).

Related Theories and Concepts

It is also helpful to understand impression management from the standpoint of influential theories and concepts as well as related ones. These include self-monitoring theory, self-verification theory, and social identity theory. Developed by Mark Snyder in the 1970s, self-monitoring theory posits that people vary in their ability to regulate their behavior to fit into social situations (Snyder, 2022). High self-monitors are adept at reading social cues and adjusting their behavior accordingly, making them skilled at impression management.

Impression management focuses on influencing how others see us, but self-verification theory, proposed by William Swann, emphasizes the need for individuals to seek confirmation of their self-concept (Swann, 2022). In some cases, this might mean that individuals prefer feedback that aligns with their self-view, even if it is negative. One of the primary reasons people engage in impression management is to maintain a consistent image in the eyes of others (Sun & Zhang, 2021). This consistency refers to how others perceive them and also is about making sure this external perception aligns with their internal self-concept. Thus, self-verification theory comes into play with impression management as people desire external feedback that matches their internal self-view in order to have a sense of coherence in their social interactions (Sun & Zhang, 2021).

Proposed by Henri Tajfel and John Turner, social identity theory suggests that people classify themselves and others into various social categories, like in-group and out-group (Saeed et al., 2023). Based on this idea, impression management can be influenced by one's desire to fit into a particular group or to differentiate oneself from another group.

How Does Impression Management Work?

Some processes in impression management include tactic selection, audience segregation, and cultivation of authenticity. Depending on the situation and the desired outcome, people will choose specific tactics (Xie et al., 2019). For example, one might use flattery in a situation where they want to gain favor, or self-deprecation when they want to appear humble. As for audience segregation, this is about playing to one’s audience: just as an actor might play different roles in different plays, individuals might present different versions of themselves to different audiences (Xie et al., 2019). For example, a person might have one persona for their colleagues and another for their friends. Then there is the matter of being consistent and authentic (Xie et al., 2019). Overall, impression management involves some level of performance, but it is still important for the performance to be consistent and authentic to be believable. Inconsistencies can lead to a loss of credibility, and a performance that feels inauthentic can be easily spotted by discerning audiences.

Traditional Office Settings vs. Remote Work Context

Setting plays a part, too, in how impression management is conducted. In traditional office settings, the stage for this performance consists of tangible objects. The props include attire, office decor, lighting, and even the choice of vocabulary during meetings. The audience typically consists of co-workers, subordinates, and superiors, i.e., those who are physically present.

In a physical office, attire often acts as a non-verbal cue. A well-dressed individual might be perceived as meticulous and serious. This is a direct, visual form of impression management. It works because it impacts the audience without the audience necessarily realizing it.

Small talk is another part of impression management in a traditional office setting (Bleakley et al., 2022). Casual conversations by the water cooler or in the elevator may seem like they are just about socializing. But they are actually opportunities to subtly convey personal values, ideals, work ethics, or ideas of organizational loyalty. Showcasing achievements is another aspect. This could be as overt as a presentation or as subtle as strategically placing an award on one's desk or hanging awards near the coffee pot in the rec room.

In a remote work context, the setting is different: the stage becomes virtual, the props intangible, and the audience intermittent. This shift requires a reevaluation of how impression management is conducted. For example, in lieu of physical attire, the focus shifts to digital presentation. This includes how clear the video feed is, how professional the virtual backgrounds are, what the quality of written communication in emails or chats is; essentially, these thinks make up the “digital attire,” which serves as a kind of new dress code.

Additionally, small talk transforms into proactive engagement in virtual meetings (Bleakley et al., 2022). Being one of the first to speak up in a virtual meeting, sending a follow-up email, or the frequency of online status (showing one is active and working) all contribute to impression management in the virtual setting. Plus, with the absence of a physical desk to display awards, people might share achievements on professional networks like LinkedIn, or in team chats and virtual meetings.

The Evolution of Impression Management Strategies

The shift to remote work has led to the evolution of impression management strategies in several ways (Pianese et al., 2023). In other words, as the medium of interaction changes, so do the tools for impression management. This includes (but is not limited to) mastering various digital platforms, understanding online etiquette, hosting digital events, and optimizing internet connectivity (Franken et al., 2021). Additionally, remote work often allows for flexible hours. How one manages this flexibility can be a strategy in itself. For example, sending emails at the start of the day or late at night can give the impression of dedication and hard work. Plus, in remote settings, the quality of interactions might matter more than quantity. A well-thought-out email might leave a more lasting impression than frequent, less substantive communications.

Methodology: Impression Management in Remote Work among Mid-level Managers

Sample Selection

The study will focus on mid-level managers in organizations that have transitioned to remote work as their primary mode of operation. To ensure the richness and relevance of the data, a purposive sampling approach will be adopted. This method is particularly useful as it targets individuals based on specific characteristics. For this study, the emphasis will be on mid-level managers who have at least one year of experience in remote work settings. This criterion ensures that participants have had sufficient time to both observe and engage in impression management behaviors within a remote context.

Data Collection Process

The primary method of data collection will be qualitative interviews. These interviews will be designed as semi-structured, so as to maintain a balance between consistency and flexibility (Ruslin et al., 2022). This means there will be a set of predetermined questions to maintain uniformity across interviews, but there will also be room for spontaneous follow-up questions, which will allow the interviewer to go deeper into answers based on the participant's responses. Given the study's focus on remote work, it is fitting that these interviews will be conducted via video conferencing platforms. This method both mimics the remote environment and facilitates an easier geographical reach in participant selection. During these interviews, emphasis will be placed on understanding the strategies managers employ for impression management, the challenges they face in a non-physical office setting, and their perceptions regarding the effectiveness of various strategies in remote contexts.

Data Analysis Approach

The collected data will undergo thematic analysis. The process begins with familiarization, where interview transcripts are repeatedly read to grasp the depth and nuances of the content (Lochmiller, 2021). Following this, initial codes will be generated to represent basic segments of the raw data that provide meaningful insights about the phenomenon. These codes will then be grouped based on patterns, leading to the formation of potential themes (Lochmiller, 2021). Each identified theme will be reviewed against the coded extracts and the entire dataset to ensure consistency (Lochmiller, 2021). Once themes are set, they will be defined, refined, and named to capture their essence and scope. The culmination of this process will be the drafting of a report that intertwines the analytic narrative with data extracts, all contextualized within the broader literature on the subject (Lochmiller, 2021).

Ensuring Validity and Reliability

Ensuring the integrity of the research findings is important. To ensure both validity and reliability, several measures will be implemented. Triangulation will be employed, where the primary interview data will be cross-referenced with existing literature on impression management in traditional office settings (Moon, 2019). This comparison will help in identifying unique shifts or continuities in strategies. Additionally, member checking will be utilized. This involves presenting participants with a summary of the findings to ascertain if the interpretations resonate with their experiences (Rose & Johnson, 2020). Lastly, peer debriefing will be incorporated, where colleagues or peers external to the research will review the process and findings, offering an objective perspective (Rose & Johnson, 2020).

Expected Outcomes and Practical Implications of Impression Management in Remote Work

Expected Outcomes

The rapid shift to remote work has established a new era of professional interactions, and a likely transformation in the strategies that people will use for impression management. This research anticipates two main outcomes.

The first expected outcome is a better understanding of how impression management strategies have changed in a remote work setting. Traditional office environments provided tangible cues and a physical presence that facilitated certain impression management tactics. However, the virtual workspace lacks these physical cues and thus demands a reimagining of these tactics. The research is meant to identify these new strategies and shed light on their effectiveness and prevalence.

The second outcome involves obtaining insights into how these strategies might influence leadership development and the leadership pipeline. With remote work, the criteria for identifying potential leaders is likely to change as well. Understanding these shifts will be important for organizations seeking to recognize and develop genuine leadership potential.

Practical Implications

The Manager's Dilemma in the Digital Age

Imagine being a manager who has recently transitioned a team to remote work. The familiar office setting, where you could observe team members, gauge their commitment through daily interactions, and have impromptu conversations in the break room, has now been replaced by a digital interface. Your interactions are now limited to scheduled video calls, emails, and chat messages. In this new environment, discerning genuine leadership material becomes a challenge. How do you differentiate between someone genuinely showcasing leadership potential and someone merely adept at virtual impression management?

Impression Management in the Digital Age

The digital workspace has significantly altered the landscape of impression management. In traditional office settings, visual cues played a pivotal role. The employee who consistently arrived early, stayed late, or was always impeccably dressed often stood out. However, in a remote setting, these visual cues are conspicuously absent. This absence has given rise to new strategies. In the absence of physical presence, emerging leaders might feel the need to amplify their virtual presence. This could manifest as frequent updates, being particularly vocal in virtual meetings, or consistently showcasing achievements in team chats. While this ensures visibility, the challenge is to differentiate between genuine contributions and mere noise.

The virtual workspace also offers different tools for impression management. A professional virtual background during video calls, optimal lighting to ensure clear visibility, or using high-quality microphones to ensure crisp audio become the new dress code. These elements, while seemingly trivial, can significantly influence perceptions in a virtual setting. Likewise, with the absence of casual physical interactions, there is a heightened emphasis on virtual engagements. Emerging leaders might proactively participate in virtual team-building activities.

The Leadership Pipeline Challenge in the Age of Remote Work

The transition to remote work has presented organizations with a unique set of challenges, especially when it comes to leadership development. For organizations, the challenge can be distilled down to two main concerns: adaptation and discernment. The first concern is recognizing and understanding the new impression management strategies that have emerged in remote work environments. Organizations must be attuned to new strategies to understand the implications they have on team dynamics, performance evaluations, and organizational culture.