1/19/2024 0 Comments Positive impression management![]() ![]() Breaking rules for the right reasons? An investigation of pro-social rule breaking. Asian Journal of Social Psychology, 18(3), 225–235ĭahling, J. Impression management motive and voice: Moderating effects of self-monitoring, self-efficacy, and voice instrumentality. Journal of Personality and Social Psychology, 104(1), 103–125Ĭhoi, B. Two ways to the top: Evidence that dominance and prestige are distinct yet viable avenues to social rank and influence. L., Foulsham, T., Kingstone, A., & Henrich, J. The trickle-down effect of leaders’ pro-social rule breaking: Joint moderating role of empowering leadership and courage. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 377–406Ĭhen, Y., Wang, L., Liu, X., Chen, H., Hu, Y., & Yang, H. Impression management in organizations: Critical questions, answers, and areas for future research. Journal of Managerial Psychology, 29(3), 266–284īolino, M., Long, D., & Turnley, W. The impact of impression management over time. Journal of Organizational Behavior, 27(3), 281–297īolino, M., Klotz, A., & Daniels, D. The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior. A multi-level review of impression management motives and behaviors. Journal of Applied Psychology, 97(3), 613–636īolino, M. Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison. Journal of Applied Psychology, 85(3), 349–360īerry, C. Development of a measure of workplace deviance. Journal of Personality and Social Psychology, 83(6), 1423–1440īennett, R. The practical implications of this study are also discussed.Īquino, K., & Reed, A. This study contributes to the literature of counterproductive work behavior, and extends the research on pro-social rule breaking. Moreover, leader-liking moderates the relationship between employees’ counterproductive work behavior and their impression management motives, such that this relationship is stronger for the employees liked by the leader. The results show that counterproductive work behavior has a positive effect on the actors’ impression management motives, and then indirectly promotes pro-social rule breaking. A three-wave survey with a sample of 374 employees and 118 supervisors are conducted to test our hypotheses. Extending moral cleansing theory, we propose that counterproductive work behavior can promote actors’ pro-social rule breaking through impression management motives. To address this gap, the present study explores the influence of counterproductive work behavior on actors’ pro-social rule breaking. Many studies focus on the factors that facilitate or inhibit counterproductive work behavior, but pay less attention to the actors’ behavioral consequences. ![]()
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