Abstract:
Impression management involves the behaviors people exert in order to create specific impressions. Numerous studies have identified self-monitoring as an impression management tactic. Individuals who engage in this adaptive behavior form a dichotomy that places either a high dependence on social cues or a low reliance on external moderators. Individuals who display high self-monitoring characteristics possess a strong concern for social appropriateness and continually modify their actions according to the situational context. On the other hand, low self-monitors are less attentive to social cues and tend to gauge their behavioral actions upon stable, internal attributes.
Perceptions of similarity among individuals have also received much attention. Those who learn they share a similarity with another individual tend to rate him/her in a more favorable direction. These positive ratings often increase impressions and improve relational interactions between the two parties involved.
The purpose of this study was to investigate the role self-monitoring plays in the way organizational members perceive others with whom they share similarities. It was hypothesized that employees who perceived similarities with a co-worker would rate him/her more favorably than employees who did not perceive the similarity variable. Further, low self-monitors were expected to rate
individuals with whom they shared similarities more favorably than high selfmonitors.
Seventy-eight participants completed an informed consent document, a demographic profile, a favorability scale, and Snyder and Gangestad's (1986) self-monitoring scale. An analysis of variance was computed to determine the relationship between self-monitoring and similarity perceptions. No significant differences among groups were found. Limitations of the study as well as directions for future research were discussed.
