Malevolent Managers by Sheridan Terry A.;

Malevolent Managers by Sheridan Terry A.;

Author:Sheridan, Terry A.;
Language: eng
Format: epub
Publisher: Taylor & Francis Group


Chapter 6

The Impression Management Strategies used by Non-fraudster Managers

Respectful Executive Impression Management — The Good Side

This type of Executive Impression Management appears to represent the good side of management with its traits of honesty, trustworthiness and authenticity. It coincides with the characteristics of transformational leadership. As demonstrated earlier the literature shows many empirical studies on leaders demonstrate moral reasoning, ethics and trust, which are the substrata to authenticity.

One of the most important indicators of Respectful Executive Impression Management is being able to apologise. Tucker found that far from being perceived as a weakness, being able to apologise is regarded as an enhanced quality of leadership as it engenders long lasting and trusting relationships.1 This was certainly the case with co-workers receiving Respectful Executive Impression Management, and it was indicated in the semi-structured interview. Trust comes to the fore once again, as a key factor in the relationship with recipients and their managers.

Being able to apologise implies morality to their co-workers. No fraudster managers were noted as apologetic. However, being able to apologise to others is not the prerogative of Respectful Executive Impression Management, as there was a manager using Mediocre Executive Impression Management who gave an apology to a subordinate about his behaviour. The co-worker was considered to be relatively powerful in the organisation in this case. The co-worker noted that she received the apology, and the manager never said anything derogatory in her presence again. But she noted that it was an appeasement device as he continued his derogatory ways with his inside group.



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