Effects of Impression Management on Performance Ratings: A Longitudinal Study

Abstract

We tested a model proposing that subordinates' impression management behavior influences performance ratings through supervisors' liking of and perceived similarity to subordinates. We measured impression management behavior, liking, and similarity six weeks after the establishment of supervisor-subordinate dyads and measured performance ratings after six months. Results indicated support for the overall model and several specified relationships. Additionally, impression management behavior had a significant, indirect impact on performance ratings. Implications of the results for research on impression management and performance appraisal are discussed.