Impression Management in the Workplace by DuBrin

Impression Management in the Workplace by DuBrin is the book titled "Impression Management in the Workplace: Research, Theory and Practice, authored by Andrew J. DuBrin, Rochester Institute of Technology, and published in 2011 by Routledge, an imprint of the Taylor & Francis Group, an informa business. The copyright belongs to Taylor & Francis.

• Alpha executive. An executive, or manager at another level, who is ambitious, selfconfident, competitive, and brash.
• Balance theory. The explanation that a balance of sentiments (or feelings) is the implicit goal of interpersonal interaction.
• Business etiquette. A special code of behavior required in work situations.
• Charisma. A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others.
• Corporate image (or reputation). The manner in which a business firm, its activities, and its products or services are perceived by outsiders.
• Corporate social performance. The extent to which a firm responds to the demands of its stakeholders for behaving in a socially responsible manner.
• Corporate social responsibility. The idea that business firms have obligations to society beyond their economic obligations to owners or stockholders, and also beyond those prescribed by law.
• Damage control. In impression management, taking positive action to make excuses for or repair the negative consequences of having made a serious mistake, and received negative publicity.
• Downsizing. Slimming down of operations to focus resources and boost profits or decrease expenses.
• Dramaturgy. A process in which actors engage in performances in various settings for particular audiences in order to shape their definitions of the situation.
• Emotional dissonance. A key aspect of emotional labor, referring to the mismatch between actual and expressed feelings.
• Emotional labor. The process of regulating both feelings and expression to meet organizational goals.
• Enhancement of others. Efforts by an actor to increase his or her attractiveness to a target based on the use of favorable evaluations of the target's attributes, behavior, or performance.
• Extraversion. A personality trait reflecting the quality or intensity of social interactions, the need for social stimulation, self-confidence, and competition.
• Hands-on leader. One who gets directly involved in the details and processes of operations.
• Identity enhancement activities. Strategies and behaviors directed toward improving or advancing the actor's social identity as perceived by the target.
• Identity protection activities. Strategies and behaviors directed toward the prevention of damage or harm to the actor's social identity as perceived by the target.
• Implicit leadership theories. Personal assumptions about the traits and abilities that characterize an ideal organizational leader.
• Impression management. The process by which people control the impression others form of them.
• Ingratiation. Getting another person to like you by using such tactics as making him or her feel important, acting humbly, praising him or her, asking politely, and pretending to let him or her make decisions which go along with what you want.
• Leading by example. A leader acting as a positive role model.
• Machiavellianism. The extent to which individuals behave manipulatively, hold cynical views of human nature, and have a generally low regard for conventional standards of morality.
• Microinequity. A small, semiconscious message sent with a powerful impact on the receiver.
• Opinion conformity. The actor expressing opinions or acting in ways consistent with the target's attitudes, beliefs, and values in order to increase the target's liking of the actor.
• Organizational citizenship behavior. Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in aggregate promotes the effective functioning of the organization.
• Organizational culture. A system of shared values and beliefs that influence worker behavior.
• Performance evaluation blip. A surge in performance quantity or quality right before the performance review.
• Personal brand. The qualities based on an individual's collection of strengths that make him or her unique.
• Personal magnetism. The quality of being captivating, charming, and charismatic.
• Political correctness. The act of being careful not to offend or slight anyone, and being extra careful and respectful.
• Procrastination. Delaying a task for an invalid or weak reason.
• Public self. What the person is communicating about himself or herself, and what others actually perceive about the person.
• Reference goal. The actor's desired state of social identity, such as wanting to be a competent international marketing professional.
• Rudeness. Insensitive or disrespectful behavior engaged in by a person who displays a lack of regards for others.
• Script development. The conscious, active processing of relevant social cues when encountering a situation in which no existing script clearly applies.
• Scripts. Mechanisms that allow efficient functioning by simplifying the information processing requirements of routine activities and presenting guidelines for appropriate behavior.
• Self-handicapping. An individual's attempt to reduce a threat to self-esteem by actively seeking or creating factors that prevent poor performance itself being perceived as a cause of failure.
• Self-management. The ability to control one's emotions and act with honesty and integrity in a consistent and acceptable manner.
• Self-monitoring. The observation and control of expressive and self-presentational behaviors.
• Self-protection techniques (or identity protection techniques). Strategies and tactics directed toward the prevention of damage or harm to the actor's social identity in the perception of the target.
• Self-serving bias. In attributing causes, the almost reflexive tendency of individuals to attribute successful outcomes to themselves and failing outcomes to external factors.
• Servant leader. A leader who emphasizes integrity and serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals. This behavior derives naturally from a commitment to service.
• Social identity. An individual's identification with a particular social category, such as a team member, leader, or free agent.
• Spin. Putting a favorable face on a negative situation or person.
• Status. A person's rank in a social hierarchy based on the esteem accorded that person by the self and others.
• Status characteristic. Any feature of an individual for which expectations and beliefs come to be organized.
• Surface-level self-presentation tactics. Those aspects of impression management that focus on readily observable behaviors rather than underlying characteristics.
• Trust. A person's confidence in another individual's intentions and motives and in the sincerity of that individual's words.
• Whistle blower. An employee who discloses organizational wrongdoing to parties who can take action.