This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Xin, K. R. Search for Related Content Social Bookmarking                         What's this?

Asian American Managers: An Impression Gap?

An Investigation of Impression Management and Supervisor-Subordinate Relationships

University of Southern California

Asian American managers report using significantly lower levels of self-disclosure, selffocused impression management tactics, and supervisor-focused impression management tactics but more job-focused impression management tactics compared to EuropeanAmerican managers. AsianAmericans appear to use tactics that do not impress supervisors and do not make enough use of tactics that might pay off in improved supervisorsubordinate relationships and upward mobility. Further, supervisors are not impressed by the tactics Asian Americans believe they are using to impress their supervisors. Asian American managers’ perceptions of the quality of supervisor-subordinate relationships are not in harmony with supervisors’perceptions of these relationships. European American managers seem to be in tune with their supervisors’ perceptions of the quality of the relationship and the impression management tactics they report. If upward mobility is enhanced by good supervisor-subordinate relationships, this impression management gap may help explain why so fewAsian American managers attain leadership positions.

The Journal of Applied Behavioral Science, Vol. 40, No. 2, 160-181 (2004)
DOI: 10.1177/0021886304263853


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?