In this article we review the literature on impression management to determine if there are substantial gender differences in the employment of impression management tactics in organizational contexts. Based on a social roles theory perspective (Eagly, 1987), we examined use of impression management tactics in organizational settings for gender differences in behavior. We expected that men and women would generally report using impression management tactics consistent with gender role expectations and that this might not be advantageous to women in the corporate world. Our review of the literature supported our expectations. We conclude with implications of these findings for an enriched understanding of organizational behavior.
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To clarify, the vast majority of the research reported in this review was specifically conducted with corporate workers. However, a small minority of the research was conducted with college students. The results are consistent across context, and, because the focus of the review is on what happens in the workplace, we do not qualify some of our general statements about the work generalizing beyond the organization.
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Guadagno, R.E., Cialdini, R.B. Gender Differences in Impression Management in Organizations: A Qualitative Review. Sex Roles 56, 483–494 (2007). https://doi.org/10.1007/s11199-007-9187-3
- Impression management
- Social roles
- Gender roles
- Gender differences
- Organizational behavior