Influence of salesperson self-monitoring on the use and effectiveness of impression management tactics.

Abstract

Previous research has showed that high self-monitors, compared with low self-monitors, perform better in boundary spanning positions and in jobs which require good communications skills. However, up to now, little is known about the effects of this variable in the sales context, particularly concerning the relationship between self-monitoring and the use of Impression management tactics. With this study we will try to partially fill up this gap by analyzing the influence of the two dimensions of self-monitoring, Ability to modify self-presentation and Sensitivity to the expressive behaviours of others, on the development of Impression management tactics by the salesperson, as well as the effects of this trait on the effectiveness of the use of these tactics. Data collected from 122 salespeople and their immediate managers confirmed that both dimensions of Self-Monitoring differ in their relationship with the two types of Impression management tactics and also in their role as moderators of the relationship between these influence tactics and the supervisor’s liking of the salesperson. Some implications of this study and directions for future research are also addressed.