Identifying Consequences of Common Strategies for Impression Management

Impression management is a fundamental characteristic of social interaction that plays an essential role in maintaining social harmony. The present symposium seeks to understand how to foster effective workplace communication by identifying the consequences of common strategies for managing impressions. Ruttan, Adams, and DeCelles examine the unintended consequences of espousing neutrality on divisive political and moral issues. Abel, Rosenblum, and Zlatev contend that concealing an opposing stance on a political issue harms observers' perceptions of integrity but boosts perceptions of benevolence. Slepian redefines the concept of secrecy, illuminating new paths for understanding the experience of secrecy in people's lives. Finally, Chaudhry, Banerjee, and Wu examine the efficacy of strategies used by managers to make amends following organizational transgressions. Together, these papers provide a novel and unique perspective on impression formation and management, both inside and outside organizations. Miscalibrating the Consequences of Moral Neutrality Author: Rachel Lise Ruttan; U. of Toronto Author: Gabrielle Adams; U. of Virginia Author: Katherine Ann DeCelles; U. of Toronto Navigating difficult waters: Trading integrity for benevolence by avoiding political discussions Author: Jennifer Abel; Harvard Business School Author: Michael Rosenblum; U. of Notre Dame, Mendoza College of Business Author: Julian Jake Zlatev; Harvard Business School Having and Keeping Secrets Author: Michael Slepian; Columbia Business School Making amends with the audience: Manager use of public apologies and other amends-making strategies Author: Shereen J. Chaudhry; U. of Chicago Booth School of business Author: Akshina Banerjee; U. of Chicago Booth School of business Author: Linhui Wu; U. of Minnesota Carlson School of Management