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Module IV: Interpersonal Behaviour, Power & Politics

Interpersonal Dimensions of Behaviour - Interpersonal behaviour is the expression of the

connection and relationship among individuals in social circles, highlighting the method in which
persons talk, hook up, and collaborate. In it there is a big spectrum of what comprises the action,
such as oral and body language talks, emotions that are expressed, and explanation of what is the
proper way to resolve conflict. Interpersonal Behaviour often varies depending on the situation,
and thus is a tough concept to understand. It is also essential to creating relationships that are both
personal and professional in nature. Positivity in Interpersonal Behaviour is the driving force to
be trusted and show empathy and cooperation, while negativity may result in quarrels and
harbored grudges; certainly not ideas with which we would like to associate our societies. The
building of good relationships, effective communication, abilities to work as a team, and empathy
are the components on which interpersonal skills are built. Therefore, it is unavoidable that we
want to have team work, communication and support of workers will be much more efficient.

Types of Interpersonal Behaviour - Interpersonal behaviour encompass a wide spectrum of

connections between individuals, influenced by their personalities, methods of communication,
and social contexts. Understanding the diverse types of interpersonal behaviour is essential for
cultivating effective exchanges and relationships in both personal and professional realms. The
primary types of Interpersonal Behaviors include assertive conduct, aggressive conduct, passive
conduct, and passive-aggressive conduct, each with their own hallmarks and impacts on
interactions.

1. Assertive Behavior - Assertive conduct involves openly and respectfully expressing one’s
ideas, emotions, and needs. Individuals demonstrating assertive conduct communicate
transparently and confidently, establishing boundaries and advocating for themselves
without hostility or confrontation. This manner of behavior nurtures healthy relationships
by facilitating open dialogue and mutual respect.

2. Aggressive Behavior - Aggressive conduct is characterized by a forceful or antagonistic

approach to interactions where individuals assert their requirements or viewpoints in a
manner that disregards the rights of others. This behavior can manifest as verbal attacks,
intimidation, or physical confrontation, often resulting in strife and negative outcomes in
relationships. Aggressively-inclined individuals may prioritize their own needs above
others, resulting in fear, resentment, and breakdowns in communication.

3. Passive Behavior - Passive conduct involves sidestepping direct communication of one’s

thoughts, sentiments, or needs, frequently leading to feelings of helplessness or bitterness.
Individuals displaying passive conduct may go along with others’ decisions, repressing
their own opinions to avoid conflict or please others. While this behavior can maintain
harmony in the short term, it can ultimately result in frustration and unresolved issues
within relationships.

4. Passive-Aggressive Behavior - Passive-aggressive conduct is a blend of passive and

aggressive inclinations, where individuals covertly express their anger or dissatisfaction

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rather than openly. This behavior may include sarcasm, procrastination, or subtle
sabotage, creating confusion and tension in relationships. Passively-aggressive
individuals regularly struggle to express their emotions transparently, leading to
misunderstandings and protracted conflict.

Needs and Importance of Interpersonal Behaviour - Interpersonal behaviour plays a pivotal

role in developing and sustaining productive relationships in all domains of life. The manner in
which people interface, exchange ideas, and bond with one another notably affects cooperation
and team efficacy. Grasping the requirements and worth of interpersonal conduct can sharpen
communicative talents, cultivate upbeat dealings, and elevate the all-encompassing atmosphere
throughout an institution. Meanwhile, focusing attentively on others and responding thoughtfully
in challenging situations also strengthens comprehension and rapport. Successful interpersonal
behaviour is a key factor in building relations and transmitting messages within a group. By
identifying the requirements for Interpersonal Behaviour, one can promote cooperation, prevent
the escalation of conflicts, and develop a more pleasant social atmosphere among people

 Effective Communication - One of the most important needs of interpersonal behaviour

is the capability of communication, which enables the exchange of information, ideas, and
feelings. Clear communication is a very important instrument in minimizing
misunderstandings and it is the guarantee that each of them will be involved in this work
of the same kind of important relationships and collaboration.
 Conflict Resolution - Furthermore, the vital issue is to resolve conflicts in a constructive
way. The knowledge of interpersonal behaviour enables individuals to manage their
disputes, overcome problems directly, and find the best solutions that are acceptable to
both parties, consequently improving the relationships and establishing a positive work
environment.
 Building Trust - Interpersonal behaviour is an essential factor for the formation of trust
among the individuals. Trust is the root of every good relationship and constructive
interpersonal interactions establish an environment where people are at ease to ventilate
their opinions and thoughts, thereby, leading to form stronger bonds.
 Enhancing Collaboration- Interactions in the team setting requiring collaboration entail
efficient Interpersonal Behaviour. The inability of employees to engage positively with
one another results in decreased teamwork, monopolization of perspectives, and obstacles
in the way of common goals.
 Importance of Interpersonal Behaviour - Interpersonal Behaviour has quite a
significant role in the shaping of interactions and relationships in different social settings.
Learning the importance of it is crucial for nurturing effective communication and
promoting the mental and emotional well-being of oneself both in the home and office
contexts.
 Improved Relationships - One of the most important things Interpersonal Behaviour
does is it fosters relationships. Good communication builds trust and respect making the
individuals feel closer to each other, deeper connected and therefore richer personal, and
professional relationships.
 Increased Productivity - The essential Interpersonal Behaviour for increasing workplace
productivity is desirable communication. Team members effectively using the skills of no
conflict, whereas newcomers develop critical thinking. Consequently, the arguably now

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improved communication quality leads to serious changes both in the amount of time
needed to solve problems and the level of team creativity. Of course, this would have a
spill-over effect on the rest of the organization farther.
 Enhanced Emotional Well-being - Positive interpersonal relations result in individuals
actually in the right state of mind. In a healthy relationship, support networks can relieve
stress, make families happy and promote the overall mental health of the family.
 Organizational Culture - One of the most important aspects of interpersonal behaviour
to be noted is that it actually contributes to the organizational culture of a company.
Developing a culture that is characterized by real communication and real collaboration
can be a way to the happiness of the employee and to the retention of the employees of an
organization definitely, happening at the same time as the organization success has
occurred.

Transactional Analysis - Transactional analysis is the method used to analyze this process of
transactions in communication with others. It requires us to be aware of how we feel, think, and
behave during interactions with others. A recognized that the human personality is made up of
three “ego states,”; each of which is an entire system of thought, feeling, and behavior from
which we interact with each other. The Parent, Adult, and Child ego states and the interaction
between them form the foundation of transactional analysis theory.

Key Dimensions of Transactional Analysis

Ego States: TA believes that we have three different states or ways of being during interactions,
which are; the child ego state, the parent ego state, and the state of adult (Berne, 1957). TA
identifies three distinct states of the self, which influence how people think, feel, and behave:

Which state we are in during an interaction depends on a few factors, such as how we have been
conditioned to act or react from childhood, any past traumas that now cause us to act in a certain
way during particular interactions or situations, and how the other person we are interacting with
is treating us/ what ego state they are in when speaking to us. Interacting with someone from the
state of the child or parent mode is often a default or unconscious reaction that is used, and it takes
conscious awareness to be able to bring ourselves back into adult mode and interact from that place
instead.

Child State - There are two subdivisions of the child state; The adapted child and the free child
ego states. This is when we interact and respond to someone based on our past conditioning of
internal emotions felt in childhood, so when we revert back to our thinking and feeling from when
we were children. The child ego state is built on any reinforcements we were given in childhood,
either positive or negative, to behave or not behave in a certain way, which still conditions and
affects our interactions today. The adapted child state conforms and acts according to others’
wishes to please them and be seen as good and liked. Still, it also has a rebellious side when faced
with perceived conflict and causes responses of resistance, hostility, and emotional reactivity. The
free child ego state can be creative, spontaneous, playful, and pleasure-seeking.

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Child (C): Represents emotions, spontaneity, and reactions learned in childhood.

 Natural Child: Playful, creative, curious, and impulsive.

 Adapted Child: Compliant or rebellious behavior influenced by parental expectations.

Parent State - There are two subdivisions of the parent state; The critical/ controlling parent state
and the nurturing parent state. These are behavior and thinking patterns we have been taught from
our past interactions with our parents and other authority figures (teachers, grandparents, etc.).
Berne believed our experiences during our first five years of life contributed to the parent ego state.
This state holds a lot of judgments on how someone or something is, i.e., it is that state where we
find ourselves having a lot of ‘should’ and ‘should nots’ about something.

People are in this state when they are reactive to a situation and act out of their conditioning,
copying how their parents (or another authority figure) treated them and others instead of analyzing
each situation afresh in the here and now.

It is when we use the voice of authority toward someone. The critical parent disapproves in a harsh
and possibly aggressive way. In contrast, the nurturing parent tries to take over a situation in more
of a rescuing way, trying to soothe others, which can be very inappropriate when talking to other
adults rather than children.

Parent (P): Represents learned behaviors, attitudes, and values from authority figures (e.g., parents,
teachers).

 Critical Parent: Judgmental, controlling, or protective.

 Nurturing Parent: Supportive, caring, or encouraging.

Adult State - Unlike the other two, the adult state does not have any subdivisions. The adult state
interacts with people and their environment in the here and now, not from past conditioning or
how other people have told them to be. This state is more open, more rational, and less quick to
make harsh judgments on a situation or person. When communication occurs in the adult state, we
are more likely to be respectful, make compromises, listen fully to others, and have more healthy
social interactions.

Adult (A): Represents rational thinking, logic, and objective problem-solving, free from emotional
influences.

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Example: A person may respond to a situation from their "Adult" state by analyzing facts or from
their "Parent" state by mimicking authority figures.

1. Transactions: A transaction occurs when two people interact. TA examines these

exchanges to identify whether they are effective or problematic.
o Complementary Transactions: Communication flows smoothly between
compatible ego states (e.g., Adult to Adult).
o Crossed Transactions: Miscommunication occurs due to incompatible ego states
(e.g., Adult to Child when Adult-to-Adult is expected).
o Ulterior Transactions: Hidden or double-layered messages where the surface
communication differs from the underlying intent.
2. Life Scripts: These are unconscious patterns or "scripts" that people develop early in life
based on experiences and messages from caregivers. They influence decisions, behaviors,
and life outcomes.
3. Games: Repetitive, often subconscious interaction patterns that lead to negative outcomes.
These are unhealthy strategies people use to achieve hidden goals (e.g., seeking attention,
avoiding responsibility).
o Example: The "Yes, but..." game where one person dismisses all solutions offered
by others.
4. Strokes: Units of recognition or attention that people seek from others. Positive strokes
(praise, affection) and negative strokes (criticism, conflict) are both sought for validation.

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Goals of Transactional Analysis

 Improve Communication: By understanding ego states and transactions, individuals can

develop healthier and more effective ways of interacting.
 Foster Self-Awareness: TA helps people identify their life scripts, recognize limiting
beliefs, and make conscious choices.
 Resolve Conflicts: Analyzing crossed or ulterior transactions can clarify
misunderstandings and build stronger relationships.
 Promote Personal Growth: TA encourages moving towards an "I’m OK, You’re OK" life
position, fostering confidence and mutual respect.

Applications of Transactional Analysis

 Psychotherapy: For addressing issues like anxiety, depression, and interpersonal conflicts.
 Counseling and Coaching: To enhance personal development and communication skills.
 Workplace: To improve teamwork, leadership, and conflict resolution.
 Education: For fostering effective teacher-student interactions.

Life Positions in TA - Berne described four "life positions" that reflect a person's beliefs about
themselves and others:

1. I’m OK, You’re OK: Healthy, balanced outlook.

2. I’m OK, You’re Not OK: Defensive, superior, or distrustful attitude.
3. I’m Not OK, You’re OK: Inferiority complex or dependency.
4. I’m Not OK, You’re Not OK: Pessimistic or nihilistic outlook.

Transactional Analysis is widely respected for its practical approach and adaptability, making it
useful in therapy, education, and everyday life.

Johari Window Model - The Johari Window model is a simple and useful tool for illustrating and
improving self-awareness and mutual understanding between individuals within a group. It can
also be used to assess and improve a group's relationship with other groups. This model is,
therefore, particularly useful in team development. It was devised by American psychologists
Joseph Luft and Harry Ingham in 1955, while researching group dynamics at the University of
California Los Angeles. The model was first published in the Proceedings of the Western Training
Laboratory in Group Development by UCLA Extension Office in 1955 and was later expanded by
Joseph Luft. You can access the citation at the bottom of this page.

Today the Johari Window model is especially relevant due to the modern emphasis on, and
influence of, 'soft' skills, behaviour, empathy, cooperation, inter-group development and
interpersonal development.

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Johari Window Model Diagram

Johari Window Model Quadrant 1 - 'Open Self/Area' or 'Free Area' or 'Public Area', or 'Arena'
Region 1 is also known as the 'area of free activity'. This is the information about the person—
behaviour, attitude, feelings, emotion, knowledge, experience, skills, views, etc.—known by the
person ('the self') and known by the group ('others').

The aim in any group should always be to develop the 'open area' for every person because we are
most productive and effective when we work in this area with others, and the group is at its most
productive too. The open free area, or 'the arena', can be seen as the space where good
communications and cooperation occur, free from distractions, mistrust, confusion, conflict and
misunderstanding.

 Established team members logically tend to have larger open areas than new team
members. New team members start with relatively small open areas because relatively little
knowledge about the new team member is shared. The size of the open area can be
expanded horizontally into the blind space, by seeking and actively listening to feedback
from other group members. This process is known as 'feedback solicitation'.
 Other group members can help a team member expand their open area by offering
feedback, sensitively of course. The size of the open area can also be expanded vertically
downwards into the hidden or avoided space by the person's disclosure of information,
feelings, etc. about him/herself to the group and group members.
 Group members can help a person expand their open area into the hidden area by asking
the person about him/herself. Managers and team leaders can play an important role in
facilitating feedback and disclosure among group members and indirectly giving feedback
to individuals about their own blind areas.
Leaders also have a big responsibility to promote the sharing of knowledge throughout their
organization, as well as a culture of open, positive, sensitive and constructive communication.
Top-performing groups, departments, companies and organizations always tend to have a culture

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of open positive communication. Hence, encouraging the positive development of the 'open area'
or 'open self' for everyone is a simple yet fundamental aspect of effective leadership.

Johari Window Model Quadrant 2 - 'Blind Self' or 'Blind Area' or 'Blindspot' Region 2 is what
is known about a person by others in the group, but is unknown by the person themselves.

 By seeking or soliciting feedback from others, the aim should be to reduce this area and
thereby to increase the open area i.e, to increase self-awareness.
 This blind area is not an effective or productive space for individuals or groups. This blind
area could also be referred to as ignorance about oneself, or issues about which one is
deluded.
 A blind area could also include issues that others are deliberately withholding from a
person. This relates to the difficulty one experiences when being "kept in the dark".
 Group members and managers can take some responsibility for helping an individual to
reduce their blind area—in turn increasing the open area—by giving sensitive feedback
and encouraging disclosure.

Johari Window Model Quadrant 3 - 'Hidden Self' or 'Hidden Area' or 'Avoided Self' or 'Facade'
Region 3 is what is known to ourselves but kept hidden from, and therefore unknown, to others.

 This hidden or avoided self represents anything that a person knows about themselves—
information, feelings, etc., —which is not revealed, or is kept hidden from others.
 The hidden area could also include sensitivities, fears, hidden agendas, manipulative
intentions, secrets—anything that a person knows but does not reveal, for whatever reason.
 It is natural for very personal and private information and feelings to remain hidden.
Indeed, certain information, feelings and experiences have no bearing on work, and so can
and should remain hidden. However, a lot of hidden information is not very personal, it is
work—or performance—related, and so is better positioned in the open area.
 Relevant hidden information and feelings, etc., should be moved into the open area through
the process of 'disclosure'.

Johari Window Model Quadrant 4 - 'Unknown Self' or 'Area of Unknown Activity' or 'Unknown
Area' Region 4 contains information, feelings, latent abilities, aptitudes, experiences etc., that are
unknown to themselves and unknown to others in the group. These unknown issues take a variety
of forms:

 They can be feelings, behaviour, attitudes, capabilities, aptitudes, which can be quite close
to the surface, or a deeper aspect of a person’s personality, influencing their behaviour to
various degrees. Large unknown areas would typically be expected in younger people, and
people who lack experience or self-belief.
 An ability that is under-estimated or un-tried through lack of opportunity, encouragement,
confidence or training
 A natural ability or aptitude that a person does not realise they possess
 A fear or aversion that a person does not know they have
 An unknown illness

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 Repressed or subconscious feelings

 Conditioned behaviour or attitudes from childhood
 The processes by which this information and knowledge can be uncovered are varied and
can be prompted through self-discovery or observation by others. This can also occur in
certain situations through collective or mutual discovery during intensive group work, such
as outward-bound courses. Counselling can also uncover unknown issues, but this would
then be known to the person and by one other, rather than by a group.

Power: Concept, determinants, types - Power refers to the potential or actual ability to influence
others in a desired direction. As an exchange relationship, power occurs in transactions between
an agent and a target. The agent is the person using the power, and the target is the recipient of
the attempt to use power.

Different individuals and groups within and outside the organization can exert power. Individual
employees, including top and middle management, technical analysts and specialists, support
staff, and other non-managerial workers can influence the actions an organization takes to reach
its goals.

Formal groups of employees. Such as various departments, work teams, management councils,
task forces, or employee unions, as well as informal groups such as those workers with offices
near each other or those who see each other socially, can similarly exercise power. Non-
employees may also try to influence the behavior of an organization and its members. Owners,
suppliers’ clients, competitors, employee unions, the general public and directors of the
organization may extent power that affects the organization.

Sources of Power in Organizations - The main sources of power are formal position in the
organization and the personality characteristics of the leader.

 Formal position in the organization: generally, it is the power attached to a position in the
organization which is more potent than the person who occupies the position. E.g. the
position of the president of America is the most prestigious formal power irrespective of
the person who mans it. the same can be understood true for all the official positions in
the organizations like that of a president, vice president, CEO etc.

 Personality characteristics of the leader: this refers to the charisma or personality of an

individual which makes him powerful in his personal or professional setup, where people
tend to follow whatever he does owing to the sheer magic of his persona.

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Types of Power –

1. Reward Power - When the source of power is a person’s control over rewarding outcomes, the
power is called reward power. For example, managers control the rewards of salary increases,
bon uses and promotions. Reward power can lead to better performance, but only as long as the
employee sees a clear and strong link between performance and rewards. To use reward power
effectively, then, the manager should be explicit about the behavior being rewarded and should
make the connection between the behavior and the reward clear. Non-management employees
also may have reward power. For example, one employee might offer another praise and approval,
an invitation to a desirable social function, or an interesting task in a group project.

2. Coercive Power- A manager who exerts power by evoking fear has coercive power. To coerce
someone into doing something means to force the person to do it, often with threats of
punishment. Managers using coercive power may verbally abuse employees or withhold support
from them. Coercion can create stress and anxiety for employees. In extreme cases, it can even
lead to increased absenteeism and turnover and may encourage sabotage at the workplace.
Employees at all levels may exert coercive power through such tactics as ridicule or exclusion of
a co-worker. Sexual harassment can be an unethical and illegal use of coercive power. Coercive
power influences others by inducing compliance. Coercion merely prevents undesirable
behaviour rather than stimulating desirable behavior.

3. Legitimate Power - Legitimate power which is similar to authority, it is the power that is based
on position and mutual agreement. The agent and target agree that the agent has the right to
influence the target. For legitimate power to be effective, the employees must believe the manager
has the right to tell them what to do. Legitimate power stems from a person’s occupation of a
particular position in the organization. It is based on the presumption that the organization’s
structure gives people in some, positions the right to influence other people. Legitimate power –
especially when wielded by someone higher up the organization’s hierarchy’- is authority.

 Responses to Legitimate Power: The basic response to legitimate power is

internalization. This means we comply because a degree of intrinsic satisfaction results
from complying with the orders of a person in authority. The satisfaction is independent
of whether that person doles out reward or punishments.

 Limitations of Legitimate Power: Because legitimate power arises from a person’s

position in the urbanization, it is effective only for influencing behaviour that employees’
belief falls within the authority of that position. When an employee’s request or directive
falls outside this “zone of acceptance”, other (Subordinate or peer level) employees will
question it and may reject it.

4. Referent Power - Some people influence others through the force of their attractiveness, the
mysterious personal magnetism we call ‘charisma’. This influence is called referent power. The
agent has referent power over the target because the target identifies with – or wants to be like –
the agent. Charismatic individuals are often thought to have referent power. An advantage of
holding referent power is that it can lead people to do things that may not result in a tangible
reward; the reward comes instead from the relationship with the charismatic person. However,
asking for more than people who are willing to do can reduce a person’s referent power.

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5. Expert Power - Power that arises from a person’s expertise, knowledge or talent is called
expert power. People with expert power are influential because others believe they can benefit
from the information experts can provide. For expert power to work, three conditions must be in
place.

 First, the target must trust that the information given is accurate.
 Second, the information involved must be relevant and useful to the target.
 Third, the target’s perception the agent as an expert is crucial.

Organizational Politics / Tactics - Organizational Politics can be understood as intentional acts

of influence to enhance or protect the self-interests of individuals or groups in the organizations.
Just like power, politics is also neither good nor bad but again has two faces, negative and
positive. It seems to be associated with decision making, resource allocation and resolution of
conflict in the organizations.

Power tactics used in organizations

The main motive of individuals in organizations is to gain power and to gain it they use different
tactics. Through using these tactics within their groups or between the groups they influence
people and gain power. Power tactics which people use for influencing their co-workers,
employees or bosses to be more effective are as under:

1. Formal Authority: When the position has formal authority, they fix a deadline for others in
the group to comply the orders and do what is expected from them. This is called assertiveness
through which they remind others to perform and oblige as per rules.

2. Rationality: When a person using facts and information convinces others in a logical way to
comply with, it looks a rational way for compliance from others as competent man.

3. Pressure Building: Group of people like trade unions to gain power use pressure building on
people as well as organization. But this method may become counterproductive like in the case
of threat of strike; organization may go for lock out.

4. Sanctions: To gain more power logically the persons in power may use organizational
rewards and punishment. When they give promotions or rise in salary for good work it is called
rewards. Similarly, when someone lag behind in performance appraisal continuously his
promotion is withheld. It is called punishment. By using method of sanctions, they gain more
power.

5. Competition: When the organizational resources are scarce, the parties compete with each
other to have control over the criteria to be used for resource allocation to gain more power.

6. Coalition: When two or more groups in the organization make alliance to gain more, it is
called coalition.

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7. Integrative Importance: When in an organization a service provider group’s services are

required by all groups within the organization that service providers group becomes important
and sought after by all group to function effectively. That group will have more inter group power.

8. Bargaining: It is another method to gain power. When one has already bestowed benefits on
others in the past and he reminds others for favor through a process of negotiation to get his work
done.

9. Friendliness: Through this method a person requests another to do his work through
convincing him. He convinces another either through flattery i.e. praising his importance prior to
request, or waiting through friendly or humble way till he is in receptive mood for request.

10. Higher Authority: Some managers, to get the work done from their subordinates may make
efforts to secure support of
higher authorities.

11. Cooperation: It is one of the inter-group power tactics. In this method one group gives some
of its important positions to members of other group to have a control on the policy making
committees it is called cooptation. Through this method they remove the chances of being
criticized by other group for decisions taken in the committees.

CONTROLLING POLITICAL BEHAVIOR IN ORGANIZATIONS - It has been already

established that political behavior in organizations cannot be done away with at any cost, but at
the same time efforts can be made to control it to minimize its wrongful impact on the
organizational culture. The various techniques that can be applied are:

 Creating awareness about the various strategies and tactics of political behavior as
discussed earlier will enable the employees to take corrective or preventive actions in
situations of politicking in organizations and enabling them to manage such situations
more effectively and efficiently.

 Reducing the uncertainties owing to the implementation of organization change and

development interventions by sharing ample information with all the concerned parties to
garner their support and commitment from the very beginning rather than giving them
chance to resist any kind of change initiatives

 By encouraging open communication especially with regard to the scarcity of resources

and telling those about the allocation of resources will discourage political upheavals in
the organization. Confronting people who encourage political behavior is a very good
technique of controlling political behavior in organizations.

 Allocating clear job descriptions and responsibilities with well-defined assignments

will remove any political diplomacy in the organization.

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 Eliminating coalitions by regularly transferring and rotating people on the jobs and
discouraging formation of groups and coalition politics.

 Setting an example by following nonpolitical behavior and discouraging and dissuading

others to indulge into it, the mangers can act as a role model for their employees.

7.1 Impression Management

This can be defined as the process by which people attempt to control and manipulate the
reactions of others to create images of themselves or their ideas. This may be manifested and
visible in their way of talking, walking, body language, appearance, facial expressions,
handshakes, distance maintained while talking etc. most of these activities are aimed at creating
good impressions on others and the most relevant impression that is created by managers is the
upward impression management i.e. impressing one’s superiors by whatever means like praising
and appreciating their efforts publicly or in front of their colleagues etc.

There can be two types of impressions; positive and negative

Positive impressions are created when the employees are trying to impress their superiors by
presenting an upbeat attitude all the times, trying not to offend others and dressing for success,
which is okay if done in moderation but not otherwise. overdoing will create a negative
impression on others.

On the other hand, there are chances that a person tries to create negative impression on others
which is very rare but does take place at times which can be in the form of displaying bad attitude,
working below one’s potential, withdrawal from active participation in anything, decreasing the
performance level and displaying signs of slowing down etc.

Key Aspects of Impression Management –

1. Purpose:
o To influence how others, perceive and judge us.
o To achieve social, professional, or relational goals, such as building trust, gaining
approval, or avoiding criticism.
2. Types of Impressions:
o Authentic Impressions: Representing oneself genuinely and consistently.
o Strategic Impressions: Deliberately adjusting one’s behavior to achieve specific
outcomes.
3. Contexts:
o Personal Interactions: Friends, family, or romantic partners.
o Professional Settings: Job interviews, workplace dynamics.
o Public Persona: Social media, public speaking, or celebrity appearances.

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Techniques of Impression Management

1. Self-Presentation Strategies:
o Ingratiation: Using flattery or charm to appear likable.
o Self-Promotion: Highlighting achievements or skills to appear competent.
o Exemplification: Demonstrating moral integrity or dedication to appear virtuous.
o Supplication: Highlighting weaknesses to gain sympathy or support.
o Intimidation: Portraying oneself as powerful or assertive to evoke respect or fear.
2. Nonverbal Cues:
o Body language (e.g., confident posture, eye contact).
o Dress and grooming to convey professionalism or social status.
3. Verbal Cues:
o Choice of words, tone of voice, and level of formality in communication.
4. Social Media:
o Curating online content (photos, posts, and profiles) to create a desired image.

Factors Influencing Impression Management

1. Audience: Perception varies based on who is observing, such as friends, colleagues, or
strangers.
2. Cultural Norms: Societal expectations shape what is considered acceptable or desirable
behavior.
3. Situational Context: Different settings (formal or informal) requires tailored approaches.
4. Personality Traits: Extroverts may naturally engage in impression management, while
introverts may use subtler tactics.

Positive and Negative Aspects

 Positive Outcomes:
o Builds rapport and facilitates social bonding.
o Enhances opportunities, such as securing a job or building networks.
o Helps individuals adapt to diverse social situations.
 Negative Outcomes:
o Overuse can lead to perceptions of insincerity or manipulation.
o Maintaining a false image can cause stress or burnout.
o Can harm relationships if the managed image is later revealed to be untrue.

Made by Ujjwal Sharma