Research Proposal: Remote Work and the Leadership Pipeline through the Lens of Impression Management

Introduction

Remote work has become a staple in many organizations, particularly in the wake of COVID-19 lockdowns, which introduced remote work in a big way. As businesses adapt to this new mode of operation, preferred by many workers, there are significant implications for leadership development and the leadership pipeline. One of the critical aspects that has not been thoroughly explored is how impression management, the process by which individuals attempt to control the perceptions others have of them, plays out in a remote work environment (Franken et al., 2021; Pianese et al., 2023). This research intends to bridge the gap between theory and practice by examining the interplay between remote work, leadership development, and impression management.

Research Questions

1. How does remote work influence impression management strategies among emerging leaders?

2. What are the implications of these strategies on the leadership pipeline in organizations?

Theoretical Framework: Impression Management in Remote Work

Impression Management: A Brief Overview

Impression management is rooted in sociology and psychology, and is the process by which people attempt to influence the perceptions that others have of them. This can be either to present themselves in a favorable light or to shield themselves from negative judgments. Sociologist Erving Goffman developed the idea of impression management in his seminal work, "The Presentation of Self in Everyday Life" (1949). Goffman likened impression management to a theatrical performance where individuals play roles, make use of props, and perform in a manner that is expected of them by their audience. Impression management, as a concept, could also be said to have some roots in symbolic interactionism, which is a theoretical perspective that places emphasis on the subjective meanings and symbolic interactions people have with one another (Whelan, 2021).

Key Concepts and Mechanisms

Some key concepts and mechanisms need to be explained as they relate to the theory of impression management before moving forward. These help to provide a deeper understanding in terms of how the theory is applied. These concepts and mechanisms include frontstage/backstage action, positive/negative impression management, and defensive/assertive impression management (Ghasempour et al., 2023).

Frontstage and Backstage

Goffman (1949) introduced the idea that in social interactions, there is a frontstage where individuals perform and a 'back stage' where they prepare for their performance. For example, in a professional setting, a meeting might be the frontstage while the backstage might be the preparation that goes into the meeting (Pelzer, 2021).

Positive and Negative Impression Management

Most impression management strategies are meant to create a positive impression (Jackson & Lilleker, 2020). Examples typically include, punctuality in virtual meetings, sharing achievements, and active participation in team meetings. However, there are times when people might need to engage in behaviors to intentionally create a negative impression if it serves a purpose. Examples might include playing the bad cop, lowering expectations in order to exceed them later, or distancing oneself from failure by highlighting reservations or lack of personal involvement.

Defensive and Assertive Impression Management

Defensive strategies are used to protect one's self-image (Myers et al., 2021). Examples would be justifying actions, avoiding controversial topics, or downplaying mistakes. Assertive strategies are proactive measures taken to enhance one's image. These would include taking initiative, publicly assisting colleagues, and seeking feedback (Myers et al., 2021).

Related Theories and Concepts

It is also helpful to understand impression management from the standpoint of influential theories and concepts as well as related ones. These include self-monitoring theory, self-verification theory, and social identity theory. Developed by Mark Snyder in the 1970s, self-monitoring theory posits that people vary in their ability to regulate their behavior to fit into social situations (Snyder, 2022). High self-monitors are adept at reading social cues and adjusting their behavior accordingly, making them skilled at impression management.

Impression management focuses on influencing how others see us, but self-verification theory, proposed by William Swann, emphasizes the need for individuals to seek confirmation of their self-concept (Swann, 2022). In some cases, this might mean that individuals prefer feedback that aligns with their self-view, even if it is negative. One of the primary reasons people engage in impression management is to maintain a consistent image in the eyes of others (Sun & Zhang, 2021). This consistency refers to how others perceive them and also is about making sure this external perception aligns with their internal self-concept. Thus, self-verification theory comes into play with impression management as people desire external feedback that matches their internal self-view in order to have a sense of coherence in their social interactions (Sun & Zhang, 2021).

Proposed by Henri Tajfel and John Turner, social identity theory suggests that people classify themselves and others into various social categories, like in-group and out-group (Saeed et al., 2023). Based on this idea, impression management can be influenced by one's desire to fit into a particular group or to differentiate oneself from another group.

How Does Impression Management Work?

Some processes in impression management include tactic selection, audience segregation, and cultivation of authenticity. Depending on the situation and the desired outcome, people will choose specific tactics (Xie et al., 2019). For example, one might use flattery in a situation where they want to gain favor, or self-deprecation when they want to appear humble. As for audience segregation, this is about playing to ones audience: just as an actor might play different roles in different plays, individuals might present different versions of thmselves to different audiences (Xie et al., 2019). For example, a person might have one persona for their colleagues and another for their friends. Then there is the matter of being consistent and authentic (Xie et al., 2019). Overall, impression management involves some level of performance, but it is still important for the performance to be consistent and authentic to be believable. Inconsistencies can lead to a loss of credibility, and a performance that feels inauthentic can be easily spotted by discerning audiences.

Traditional Office Settings vs. Remote Work Context

Setting plays a part, too, in how impression management is conducted. In traditional office settings, the stage for this performance consists of tangible objects. The props include attire, office decor, lighting, and even the choice of vocabulary during meetings. The audience typically consists of co-workers, subordinates, and superiors, i.e., those who are physically present.

In a physical office, attire often acts as a non-verbal cue. A well-dressed individual might be perceived as meticulous and serious. This is a direct, visual form of impression management. It works because...

…has now been replaced by a digital interface. Your interactions are now limited to scheduled video calls, emails, and chat messages. In this new environment, discerning genuine leadership material becomes a challenge. How do you differentiate between someone genuinely showcasing leadership potential and someone merely adept at virtual impression management?

Impression Management in the Digital Age

The digital workspace has significantly altered the landscape of impression management. In traditional office settings, visual cues played a pivotal role. The employee who consistently arrived early, stayed late, or was always impeccably dressed often stood out. However, in a remote setting, these visual cues are conspicuously absent. This absence has given rise to new strategies. In the absence of physical presence, emerging leaders might feel the need to amplify their virtual presence. This could manifest as frequent updates, being particularly vocal in virtual meetings, or consistently showcasing achievements in team chats. While this ensures visibility, the challenge is to differentiate between genuine contributions and mere noise.

The virtual workspace also offers different tools for impression management. A professional virtual background during video calls, optimal lighting to ensure clear visibility, or using high-quality microphones to ensure crisp audio become the new dress code. These elements, while seemingly trivial, can significantly influence perceptions in a virtual setting. Likewise, with the absence of casual physical interactions, there is a heightened emphasis on virtual engagements. Emerging leaders might proactively participate in virtual team-building activities.

The Leadership Pipeline Challenge in the Age of Remote Work

The transition to remote work has presented organizations with a unique set of challenges, especially when it comes to leadership development. For organizations, the challenge can be distilled down to two main concerns: adaptation and discernment. The first concern is recognizing and understanding the new impression management strategies that have emerged in remote work environments. Organizations must be attuned to new strategies to understand the implications they have on team dynamics, performance evaluations, and organizational culture.

The second concern is to assure that genuine leadership potential is not eclipsed by those who have simply mastered the art of virtual impression management. In a remote setting, where visibility can be strategically curated, there is a risk that those who are adept at playing the remote work game might overshadow genuine emerging leaders. The challenge for organizations is to differentiate between authentic potential and well-crafted virtual personas.

Recommendations for Organizations

To navigate these challenges, organizations can consider investing in training, instituting robust feedback mechanisms, or better diversifying evaluation metrics. For example, managers can be trained to identify signs of proactive problem-solving, effective virtual collaboration, and other indicators that highlight a team member's potential. Or there could be feedback sessions in which team members share their accomplishments and the challenges they have overcome. Or, another example would be a person who consistently delivers results, fosters cross-functional collaborations, and adapts to changing project dynamics being able to be seen (thanks to improved metrics) as a more valuable asset than someone who is merely always "online" and vocal in virtual meetings.

Conclusion

The rise of remote work has undeniably reshaped the professional landscape. As this mode of work becomes increasingly prevalent, understanding the new dynamics of impression management becomes not just beneficial, but essential for organizations. Organizations need to address these…