Managing Impressions with Information

Abstract

This field study examines how changes in span of managerial control (SOC), the leadership substitute referred to as procedure availability, and self-monitoring (SM) influence impression management tactics used by subordinates in their customer service reports. The findings revealed that a wide SOC and available procedures influenced subordinates to use disassociative and positive tactics. When SOC was wide, subordinates high in SM exhibited positive tactics only. The study also found that those high in SM used associative and disassociative tactics when procedures were available. These results provide implications for the impact that structural changes within the organization can have on subordinates’ use and reporting of information.