Situational and Dispositional Factors as 
Antecedents of Ingratiatory Behaviors in 
Organizational Settings
Authors: K. Michele Kacmar, Dawn S. Carlson, and 
Virginia K. Bratton
NOTICE: this is the author’s version of a work that was accepted for publication in Journal of 
Vocational Behavior. Changes resulting from the publishing process, such as peer review, editing, 
corrections, structural formatting, and other quality control mechanisms may not be reflected in 
this document. Changes may have been made to this work since it was submitted for publication. 
A definitive version was subsequently published in Journal of Vocational Behavior, [VOL# 65, 
ISSUE# 2, (October 2004)] DOI# 10.1016/j.jvb.2003.09.002
Kacmar, K. Michele, Dawn S. Carlson, and Virginia K. Bratton. “Situational and Dispositional 
Factors as Antecedents of Ingratiatory Behaviors in Organizational Settings.” Journal of 
Vocational Behavior 65, no. 2 (October 2004): 309–331. doi:10.1016/j.jvb.2003.09.002.
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Situational and dispositional factors
as antecedents of ingratiatory behaviors
AbstractThis study examined both situational and dispositional antecedents of four ingratiatory be-
haviors: other-enhancing, opinion conformity, favor rendering, and self-promotion. The two
situational variables (i.e., role ambiguity and leader-member exchange) and the four disposi-
tional variables (i.e., self-esteem, need for power, job involvement, and shyness) were
considered as antecedents to each of the ingratiatory behaviors. Results from a sample of
136 full-time employees suggested that each of the ingratiatory behaviors had a unique set
of antecedents and that the dispositional variables explained significant additional variance
beyond the variance explained by the situational variables.in organizational settings
K. Michele Kacmar,a Dawn S. Carlson,b and 
Virginia K. Brattona
a Department of Management, Florida State University, Tallahassee, FL 32306-1110, USA
b Hankamer School of Business, Baylor University, P.O. Box 98006 Waco, TX 76798-8006, USA
1. Introduction
Impression management in organizational settings has been studied since Goffman
(1959) introduced his dramaturgical interpretation of social interaction. While many
impression management tactics have been identified and studied since this time, one in
particular, ingratiation, has generated the most research attention (Gordon, 1996).
Ingratiation has been broadly defined as an attempt by individuals to increase their
attractiveness in the eyes of others (Wortman & Linsenmeier, 1977). Specifically, in-
dividuals enact ingratiation tactics to elicit an attribution of competence or likeability
(Jones & Pittman, 1982). To accomplish this goal, a variety of ingratiation tactics can
be employed such as the other-focused tactics of other-enhancement, opinion confor-
mity, favor rendering, and the self-focused tactic of self-promotion (Jones, 1964; Ku-
mar & Beyerlein, 1991). While a great deal of research has examined the outcomes of
ingratiation under the broader umbrella of impression management, much less has
explored what drives people to engage in ingratiatory behaviors.
It is clear from examining models and reviews of ingratiation and more generally,
impression management, that two of the major antecedents to these behaviors are
the situation in which the ingratiator finds himself or herself and his or her disposition
(Bozeman & Kacmar, 1997; Gilmore, Stevens, Harrell-Cook, & Ferris, 1999; Kris-
tof-Brown, Barrick, & Franke, 2002; Liden & Mitchell, 1988). While advocates of
the middle ground perspective would argue that both domains (situational and dis-
positional) contribute to our understanding and have to be considered simulta-
neously (Newton & Keenan, 1991; Schneider, 1987; Staw & Ross, 1985), few
studies have empirically tested multiple elements of both of these antecedents in a
single study. Given the expected importance of these antecedents to the ingratiation
process, considering both situational and dispositional variables as simultaneous
predictors of ingratiatory behaviors should provide more insight into the ingratia-
tion process than studying each separately (Ralston, 1985). Coupling this notion
with prior prescriptions that greater emphasis be placed on investigating the per-
son-situation debate (Borman, White, & Hedge, 1997; Hattrup & Jackson, 1996),
we propose that approaching the study of ingratiation from the combined disposi-
tional–situational perspective may, in fact, be highly appropriate (Newton & Kee-
nan, 1991; Schneider, 1987; Staw & Ross, 1985). Similar to Chatman
s (1989)
model of person-organization fit, in the current study we analyze an additive model
that incorporates the influence of both situational and dispositional factors on ingra-
tiation behaviors in organizational settings.
Role theory, which explains organizational behavior by examining the nature of
individual roles within organizations and the processes by which these roles are de-
fined and developed (Dienesch & Liden, 1986; Graen, 1976), can offer an explanation
as to how both situational and dispositional influences affect one
s decision to use
ingratiation. Roles and role behaviors are developed through a set of processes that
are dependent not only upon the individuals engaged in these processes, but situa-
tional influences as well. Role theory suggests that individuals who use ingratiation
do so in an effort to shape the evolution of their roles and that these actions are con-tingent upon events leading up to the decision to engage in such behavior (situational
ingratiation. Such information can be useful in a number of ways. For example, past
studies have yielded conflicting findings regarding dispositional antecedents of ingra-tiation (Gilmore et al., 1999; Kristof-Brown et al., 2002). While it is intuitive to ex-
pect positive relationships between certain personality variables (such as locus of
control, Machiavellianism, self-monitoring, and self-esteem) and IM tactic use, some
studies have found no relationship to exist (Anderson, Silverster, Cunningham-Snell,
& Haddleton, 1999; Delery & Kacmar, 1998) where other studies have provided sup-
port for these relationships (Appelbaum & Hughes, 1998; Delery & Kacmar, 1998;
Fletcher, 1990). Offering additional evidence about the relationships among certain
dispositional variables and ingratiation may help clear up this confusion. The second
major contribution offered by this study is the simultaneous examination of the in-
fluences of situational and dispositional variables in the ingratiation process. As pre-
vious studies rarely incorporated both situational and dispositional variables in their
investigations of ingratiation, the results yielded by such studies are likely to be in-
complete. Thus, by taking a comprehensive approach, this study may help to clarify
our understanding of the ingratiation process.
Toward this end, the present study, under the theoretical umbrella of role theory,
investigated the influence of the situational variables of role ambiguity and leader-
member exchange (LMX) and the dispositional variables of self-esteem, need for
power, job involvement, and shyness, on the use of the ingratiatory behaviors of
other-enhancing, opinion conformity, favor rendering, and self-promotion. Following
a combined dispositional–situational approach, the additional contribution made by
dispositional factors beyond situational factors in determining the use of ingratiation
tactics will be considered to see if this more encompassing approach merits attention.
2. Impression management and ingratiatory behaviors
Impression management has been defined as the process through which individu-
als seek to influence the image others have of them (Rosenfeld, Giacalone, & Rior-
dan, 1995). The manipulation of one
s image is accomplished by enacting impression
management tactics. The tactics can be used to highlight the positive qualities of the
individual or to focus the conversation on the other person. Most scholars agree that
ingratiation is one particular form of impression management (Liden & Mitchell,
1988). In fact, several studies of impression management operationalized this con-influences) as well as the characteristics of individual actors (dispositional influences)
that predispose them to perform ingratiation (Scandura, Graen, & Novak, 1986). Gi-
ven the potential contributions of role theory as a framework for analyzing anteced-
ents to ingratiation, we seek to enhance existing knowledge of ingratiation by
investigating its antecedents from a combined dispositional–situational perspective
and further, by using role theory as a guide in our selection of the antecedent vari-
ables in this investigation.
This paper offers two contributions to the existing literature on ingratiation. First,
it provides additional insights into the driving forces behind an individual
s use ofstruct using measures of ingratiation (i.e., Bolino & Turnley, 2003; Ellis, West, Ryan,
& DeShon, 2002; Kristof-Brown et al., 2002; Turnley & Bolino, 2001; Wayne & Li-
den, 1995). As past research has focused on similar antecedents for both impression
management and ingratiation, and because ingratiation is a form of impression man-
agement, extant theory and research efforts in both of these areas will be drawn upon
to develop our hypotheses.
2.1. Ingratiation
Ingratiation, according to Tedeschi and Melburg (1984), refers to a set of assertive
tactics that are enacted by individuals to gain the approbation of superiors who con-
trol significant rewards for them in organizational settings. There are two main goals
of ingratiation. The first is to be liked which is accomplished through other-focused
ingratiation tactics and the second is to appear competent which is achieved through
self-focused ingratiation tactics (Jones & Pittman, 1982). Based on the work of Jones
(1964) and Jones and Wortman (1973) four dimensions of ingratiation have been
identified, three other-focused (other-enhancement, opinion conformity, and favor
rendering) and one self-focused (self-promotion).
Other-enhancements include flattery, verbal praises, or expressing an interest in the
target
s personal life in order to increase the attraction between the target and actor
(Deluga & Perry, 1994; Stevens & Kristof, 1995; Wayne & Kacmar, 1991). The in-
gratiator finds ways to express a positive evaluation of the target to convey the im-
pression that he or she is highly regarded.
When an ingratiator openly agrees with the target or expresses opinions that are
similar to those held by the target, he or she is employing opinion conformity (Kumar
& Beyerlein, 1991; Liden & Mitchell, 1988; Ralston & Elsass, 1989). These behaviors
range from simple agreement with opinions to more elaborate attempts at trying to
articulate the position held by the target as though it were one
s own.
Favor rendering, as the name suggests, occurs when an actor offers or actually per-
forms a nonrequired task for the target. This action creates a debt owed by the target
due to the norm of reciprocity (Deluga & Perry, 1991) and increases the affect the
target has for the actor (Jones & Pittman, 1982; Wayne & Kacmar, 1991; Wortman
& Linsenmeier, 1977).
The category of self-promotion has been considered a self-focused form of ingra-
tiation (Jones, 1964; Liden & Mitchell, 1988). Several behaviors would fall under this
category such as: self-description, describing oneself in a manner that enhances ones

attractiveness (Jones, 1964); self-presentation, making verbal statements about one
s
attributes to increase the likelihood of being attractive to the target (Deluga & Perry,
1994; Kumar & Beyerlein, 1991; Wayne & Liden, 1995); and self-enhancing, commu-
nications intended to persuade the target of the actor
s positive qualities, traits, mo-
tives, or intentions (Wayne & Ferris, 1990; Wayne & Kacmar, 1991).
Research has clearly shown the benefit of using ingratiatory behaviors to secure
the attribution of competence (self-focused) or increase affect (other-focused). For
example, ingratiation has been found to increase performance appraisal ratings
(Wayne & Kacmar, 1991), interview offers (Kacmar, Delery, & Ferris, 1992), andthe quality of the supervisor-subordinate relationship (Deluga & Perry, 1991; Wayne
positional variables—self-esteem, need for power, job involvement, and shy-
ness—that warranted inclusion in our study. Role ambiguity and LMX are centralvariables in the current analysis for they are not only important contextual influences
in developing work roles, they also have been identified as key correlates of impres-
sion management (Wayne & Liden, 1995).
With respect to the dispositional variables, it seems intuitively sound to consider
the dispositional trait, need for power, as an antecedent to ingratiation because one
can establish or enhance a power base by enacting ingratiation tactics (Ralston & El-& Ferris, 1990; Wayne & Liden, 1995). What is less clear are the antecedents that
drive an actor to exhibit impression management behaviors, and more specifically in-
gratiation tactics. We believe the answer to this question can be found by examining
both situational and dispositional antecedents of ingratiation. The tenants of role
theory supply the underlying theoretical rationale for selecting the situational and
dispositional variables examined in this study.
3. Role theory
As role theory suggests, organizational members accomplish their work through
enacting roles. Individuals learn their roles and how to successfully enact them
through a series of interactions and exchanges with others in the organization
(Graen, 1976). Because others in the organization have vested interests in the role
performance of those around them, during these exchanges they exert pressure on
the role incumbents in the form of role expectations in accordance with their self-in-
terests (Dienesch & Liden, 1986).
Role theory has been used in the past to explain the influence of ingratiation on
several organizational outcomes such as leader-member exchange and performance
ratings (Dienesch & Liden, 1986; Wayne & Liden, 1995). Past research also has iden-
tified impression management as an important consequence of processes in which or-
ganizational roles are defined (Wayne & Green, 1993). In addition, role theory has
been used to theoretically explain the importance of a number of situational and in-
dividual variables (Dienesch & Liden, 1986; Liden, Sparrowe, & Wayne, 1997). For
example, researchers have examined its relationship with numerous contextual vari-
ables such as work group composition, leader power, organizational policies, and or-
ganizational culture (Dienesch & Liden, 1986). Past studies also have established
links between several dispositional and demographics traits and role defining pro-
cesses which include gender (Duchon, Green, & Tabor, 1986), locus of control (Kin-
icki & Vecchio, 1994; Phillips & Bedeian, 1994), and positive/negative affectivity
(Day & Crain, 1992). Thus, by using role theory to frame the current investigation,
we have both theoretical and empirical justification to investigate numerous situa-
tional and dispositional variables that may explain why individuals will be more
likely to use ingratiatory behaviors when developing their role behaviors.
By combining role theory with impression management theory, we were able to
identify two key contextual variables—role ambiguity and LMX—and four key dis-sass, 1989). Moreover, past studies have suggested that individuals who ingratiate do
the expectations for fulfilling that role have been pre-established and should be read-
ily available. If, however, the position is new to the organization, information aboutthe expectations for the role may not be forthcoming (Graen, 1976). Further, it may
be that the individual was hired to ‘‘recreate’’ the role, making role expectations un-
clear. In equivocal situations such as these, negative consequences can occur. One
such negative outcome is role ambiguity.
Role ambiguity is the lack of necessary information available about a given orga-
nizational position or the lack of role clarity (Kahn et al., 1964). Several models of
ingratiation and impression management include role ambiguity as a situational pre-
dictor variable (e.g., Gilmore et al., 1999; Liden & Mitchell, 1988). Ralston (1985),
applying an expectancy theory framework, suggested that when role ambiguity
was high individuals would be more inclined to use ingratiation strategies as a means
of ensuring rewards they value. He attributed the rise in ingratiatory behaviors to theso in order to build or protect their self-esteem (Liden & Mitchell, 1988). We also ex-
pect that the extent to which an employee is involved in his/her job will be crucial in
shaping role expectations. Furthermore, it will be interesting to determine whether
‘‘living, eating, and breathing’’ one
s work (i.e., job involvement) will deter an individ-
ual
s proclivity to engage in ingratiation. However, a dispositional variable that is
rarely studied as an antecedent to ingratiation in business research is shyness. Al-
though shyness has been linked to impression management in psychology (Leary &
Buckley, 2001; Leary & Schlenker, 1981; Schlenker & Leary, 1985), this trait is rarely
examined in business management literature andmay play a significant role in whether
an individual engages in ingratiatory behaviors. In the following sections we examine
each of these antecedents in more detail beginning with the situational variables.
4. Situational antecedents
The situational perspective of behavior suggests that changes in the work environ-
ment will lead to changes in job attitudes and affective responses (Mischel, 1968). Be-
cause the situation may lend itself to certain behaviors depending on context,
researchers believe situational characteristics to be important in influencing behaviors
(e.g., Eder & Buckley, 1988; Ferris & Judge, 1991). The situational perspective is il-
lustrated in most models of impression management by including a direct path from
situational factors to the use of impression management tactics (Bozeman & Kacmar,
1997; Gilmore et al., 1999; Liden & Mitchell, 1988). In the sections that follow, we
apply role theory in an effort to explain how the two situational factors of role ambi-
guity and leader-member exchange, may influence the use of ingratiatory behavior.
4.1. Role ambiguity
Work is accomplished in organizations by individuals fulfilling roles. For each
role in an organization there are expectations associated with it (Kahn, Wolfe,
Quinn, Snoek, & Rosenthal, 1964). If the person hired is taking over an existing role,ambiguous environment blurring the link between task completion and obtaining
goals. Individuals will turn to ingratiation because they are unwilling to rely on their
own judgment of whether they have completed the ill-defined task well enough to
earn a reward. Since the ambiguity is related to the task at hand, individuals in a
highly ambiguous work environment may engage in self-focused ingratiation tactics
(self-promotion) in order to ensure the perception of task competence and position
themselves to receive valued rewards (Ferris & Judge, 1991). However, in environ-
ments of low role ambiguity, the performance—reward link is clear, allowing indi-
viduals to have some confidence in their ability to successfully perform their tasks.
Secure in the fact that they have performed well enough to receive a reward, individ-
uals will be more likely to turn their attention to other focused tactics as a means to
further influence their superiors and gain additional rewards. Therefore, we expect
that individuals will be likely to employ other-focused ingratiation tactics in environ-
ments defined by low role ambiguity. Therefore, we predict
Hypothesis 1a. Low role ambiguity will be positively related to other-focused (other-
enhancements, opinion conformity, and favor rendering) ingratiatory behaviors.
Hypothesis 1b. High role ambiguity will be positively related to self-focused (self-
promotion) ingratiatory behaviors.
4.2. Leader-member exchange
A second situational variable considered to influence the engagement of ingratia-
tory behaviors is leader-member exchange (LMX) (Dienesch & Liden, 1986; Graen
& Scandura, 1987). The roots of LMX also can be traced to role theory. LMX theory
posits that subordinates enact various roles in their jobs, and their supervisors have a
direct influence on which roles they fulfill. Individuals selected for the more impor-
tant roles share a close relationship with their supervisor and enjoy a high quality
LMX relationship while the remaining subordinates are considered to have a more
distant, low quality LMX relationship (Liden et al., 1997). Subordinates in a high
quality LMX relationship experience a more positive relationship with the supervisor
that includes a high level of trust, frequent interaction, strong support, and more re-
wards, both formal and informal, than do subordinates in low quality LMX rela-
tionships (Dienesch & Liden, 1986; Graen & Scandura, 1987).
Although ingratiation has most frequently been examined as an antecedent to
LMX relationships (e.g., Dienesch & Liden, 1986), there is evidence that these con-
structs can exist in a symbiotic relationship. Because of the focus of past research on
LMX as an antecedent to ingratiation, it may appear that once individuals have de-
veloped a high quality LMX relationship with their supervisors they no longer put
forth effort ingratiating them. However, this is not necessarily the case. As role the-
ory suggests, upon establishing mutual role expectations individuals may feel pres-
sure to maintain their role behaviors in order to preserve their desired status. In
other words, the type of working relationship that exists between a subordinate
and a supervisor should influence the type of ingratiation behaviors employed (De-luga & Perry, 1991; Dockery & Steiner, 1990; Wayne & Green, 1993). For example,
Conversely, Wayne and Green (1993) found no relationship between high quality
LMX relationships and the use of self-focused impression management strategiessuch as self-promotion. This may be due to the fact that supervisors of subordinates
in high quality LMX relationships recognize their accomplishments without prompt-
ing from the subordinate. On the other hand, ingratiation focusing on one
s self may
be a useful tool when trying to create, rather than maintain, a high quality exchange
between a supervisor and subordinate. This suggests that subordinates in low quality
LMX relationships may use self-focused tactics in order to appear worthy of a pro-
motion to a high quality relationship. Therefore, we propose
Hypothesis 2a. Higher quality leader-member exchange will be positively related to
other-focused (other-enhancements, opinion conformity, and favor rendering) in-
gratiatory behaviors.
Hypothesis 2b. Lower quality leader-member exchange will be positively related to
self-focused (self-promotion) ingratiatory behaviors.
5. Dispositional antecedents
The importance of dispositional variables to the process of impression manage-
ment and more specifically ingratiation, once again can be seen by their inclusion
in many models of ingratiation or impression management (Bozeman & Kacmar,
1997; Gilmore et al., 1999). However, only a modest amount of empirical research
has been conducted to test this notion (Kristof-Brown et al., 2002). From a disposi-
tional perspective, people are generally believed to engage in ingratiation activities
not because of the context of the situation but because they possess personality traits
that predispose them to engage in such behaviors (Jones & Pittman, 1982; Liden &
Mitchell, 1988). In the present study, using role theory as a guide, we examine four
dispositional factors, self-esteem, need for power, job involvement, and shyness, that
are believed to be related to using other-focused ingratiation tactics to fulfill one
sWayne and Green (1993) found that subordinates in a high quality LMX relation-
ship who already receive special treatment from the supervisor, still engage in
other-focused impression management behaviors such as other-enhancement, opin-
ion conformity, and favor rendering. Ingratiation attempts by subordinates who al-
ready enjoy a high quality LMX relationship are most likely used to maintain or
solidify the quality of their relationship. On the other hand, subordinates in low
quality LMX relationships may use ingratiation attempts in the hope of increasing
the quality of their relationship with their supervisor. However, ingratiation at-
tempts enacted by individuals with a lower status (e.g., subordinates in low quality
LMX relationships) are viewed with suspicion limiting their effectiveness (Gurevitch,
1984). Once a subordinate in a low quality LMX relationship learns that his or her
other-focused ingratiation attempts are not producing the desired effects, s/he will
most likely cease using them.need to be liked or self-focused ingratiation tactics to appear competent.
5.1. Self-esteem
Self-esteem is an attitude one holds about the self (Baumeister, Tice, & Hutton,
1989). Individuals with low self-esteem possess a less favorable, but more realistic
picture of their attributes than do individuals with high self-esteem (Baumgardner,
Kaufman, & Levy, 1989). For example, individuals with low self-esteem are more
likely to believe that they will fail when compared to those with high self-esteem
(Tice & Baumeister, 1990). However, regardless of one
s level of self-esteem, research
has shown that people embrace positive and repel negative information about them-
selves as a means of enhancing and protecting their self-esteem (Baumgardner et al.,
1989; Rosenfeld, 1990). What differs between individuals low and high in self-esteem
is how they go about protecting and enhancing their self-esteem, and this can shape
role exchange as well as impression management in numerous ways.
From an impression management perspective, research has shown that individuals
with low self-esteemwill utilizemore self-protective strategieswhile thosewith high lev-
els of self-esteem will use more self-enhancing strategies (Baumeister et al., 1989). Ap-
plying this rationale to the present study suggests that individuals with low self-esteem
will use more other-focused impression management tactics (e.g., other-enhancing,
opinion conformity, and favor rendering) than will individuals with high self-esteem
because they are self-protective in nature. For example, individuals with low self-es-
teem are more likely to agree with another
s opinion rather than stating their own to
protect themselves from disagreements with others. On the other hand, self-focused
tactics (i.e., self-promotion) are more likely to be used by those high in self-esteem be-
cause they offer individuals an opportunity to ‘‘toot one
s own horn,’’ something only
individuals high in self-esteem would be likely to do. Therefore, we predict
Hypothesis 3a. Low self-esteem will be positively related to other-focused (other-
enhancements, opinion conformity, and favor rendering) ingratiatory behaviors.
Hypothesis 3b. High self-esteem will be positively related to self-focused (self-pro-
motion) ingratiatory behaviors.
5.2. Need for power
The second dispositional variable considered is the need for power. The need for
power is a basic desire to influence and lead others to control a person
s own envi-
ronment. One way through which influence over others can be accomplished is by
creating bases of power (e.g., referent, expert). Power bases can be established by en-
acting certain ingratiation tactics (Ralston & Elsass, 1989). For example, self-promo-
tion can be used to develop one
s expert power base by making others aware of one
s
knowledge and experience in a particular assigned role. Thus, we expect that individ-
uals with a high need for power will engage in self-focused ingratiation tactics in or-
der to develop sufficient bases of power that will enable them to maximize control
over their environments (Ralston & Elsass, 1989). Conversely, it may be more diffi-cult for high need for power individuals to engage in other-focused tactics as these
tactics tend to be associated with subservience (Jones & Wortman, 1973). However,
the same cannot be said for low need for power individuals. Individuals who have a
low need for power do not care to expand their power bases. Therefore, these indi-
viduals should be more willing to use other-focused ingratiation tactics because they
are not driven by the need for power themselves and will allow the target to be more
powerful (Ralston & Elsass, 1989). These individuals may be more disposed to en-
gage in subservient, other-enhancements, especially in instances when the underlying
goal is to simply be liked by the target (Jones & Pittman, 1982). This is consistent
with the central hypothesis of Heider
s (1958) balance theory, which states that sub-
ordinates will be driven to achieve a balance of sentiment between themselves and
their supervisors. Thus, in the work context, subordinates with a low need for power
may be motivated to use other-focused behaviors as a means of balancing the affect
between them. Based on this rationale, we predict
Hypothesis 4a. Low need for power will be positively related to other-focused (other-
enhancements, opinion conformity, and favor rendering) ingratiatory behaviors.
Hypothesis 4b. High need for power will be positively related to self-focused (self-
promotion) ingratiatory behaviors.
5.3. Job involvement
The third dispositional variable we considered, job involvement, is the degree to
which individuals actively participate in their jobs (Allport, 1943; Blau & Boal,
1987). Involvement here deals with the individual
s psychological state in that it fo-
cuses much more on the individual incumbent of a job as opposed to a more situa-
tional perspective which looks at the characteristics of the job. Once again, role
theory can be used to explain the expected relationship between ingratiation and
job involvement. Job involvement is a form of role involvement. The stronger the in-
dividual
s involvement in his/her job, the more important the job and rewards earned
on the job become (Keller, 1997; Stewart-Belle & Lust, 1999). High involvement in
one
s job role will lead an individual to engage in self-focused (self-promotion) behav-
iors in order to be viewed as competent in the job in which he or she is so involved and
to help ensure that he or she is positioned to receive the rewards associated with a job
well done. Individuals with high levels of job involvement will be willing to make
greater investment in any job-related activity that they perceive will help them to se-
cure valued rewards in their current jobs or gain advancement into a better position.
Thus, such individuals are expected to be more willing to engage in other-focused be-
haviors, as well. Through the use of other-focused ingratiatory behaviors, individuals
may secure work-related recognition and rewards that will most likely not come
through job performance alone. Based on this logic, we propose
Hypothesis 5. High job involvement will be positively related to other-focused
(other-enhancements, opinion conformity, and favor rendering) and self-focused(self-promotion) ingratiatory behaviors.
Shyness is discomfort or inhibition in the presence of others (Cheek & Buss, 1981).
According to the self-presentational theory of social anxiety (Leary & Schlenker,1981; Schlenker & Leary, 1985), shy individuals experience heightened levels of so-
cial anxiety when they are motivated to manage their impressions for other people
but doubt they will succeed in their impression management efforts. This theory pos-
tulates that shy people are inhibited because they fear making undesirable impres-
sions and feel uncomfortable in such situations. Thus, shy individuals will be
especially motivated to manage their impressions while at the same time experience
great doubt in their ability to do so. Shy individuals struggle to achieve social accep-
tance (Leary & Buckley, 2001). It may be reasoned that in this effort the preeminent
goal of an anxious individual becomes avoiding disapproval rather than actively
seeking social approval (Shepperd & Arkin, 1990). Ingratiation can be used in a va-
riety of ways to achieve this goal. First, ingratiation, or more specifically the other-
focused tactic of opinion conformity, can be used to minimize the risk of rejection by
expressing divergent opinions or attitudes (Santee & Maslach, 1982). Agreeing with
others also will increase affect for the ingratiator making it more difficult to disap-
prove of him or her (Heider, 1958; Jones & Pittman, 1982). Second, by enacting
other-enhancing ingratiation tactics, the conversation is focused on the target and
away from the speaker. By keeping the spotlight focused on others, a shy individual
can avoid saying or doing anything that might lead to disapproval by others. How-
ever, individuals who are not shy may wish to take center stage. To do this they can
enact self-focused ingratiation tactics to promote themselves in the presence of oth-
ers. Thus, we believe that individuals who are shy will engage in other-focused ingra-
tiatory tactics to avoid the disapproval of others while individuals who are not shy
will elect to use self-focused tactics to promote themselves. Therefore, we predict
Hypothesis 6a. High levels of shyness will be positively related to other-focused
(other-enhancements, opinion conformity, and favor rendering) ingratiatory
behaviors.
Hypothesis 6b. Low levels of shyness will be positively related to self-focused (self-
promotion) ingratiatory behaviors.
6. Value added of dispositional factors beyond situation factors
The current approach to predicting ingratiation requires both situational and
dispositional variables be considered simultaneously. To date, the context of the
situation with respect to impression management and ingratiation has received more5.4. Shyness
The final dispositional factor we will consider is that of shyness. While shyness has
not been previously considered in the ingratiation literature we believe it is a variable
that could play a significant role in determining whether such behaviors are enacted.research attention than dispositional factors and is commonly believed to be the more
a return envelope pre-addressed to the researchers, were distributed to individuals
employed by the lottery located throughout the state via the agency
s inter-organiza-
tional mail service. This survey was the employee opinion component of the annual
organizational assessment. The director
s letter stressed accuracy and timeliness in
completing and returning the surveys and assured anonymity. In an effort to solicit
as many responses as possible, email reminders were sent to all employees by the
agency director 2 and 4 weeks after the surveys were mailed.
7.3. Measures
All anchors for all of the scales were strongly disagree on the low end (1) and
strongly agree on the high end (5). The reverse coded items were recoded such that
high values represented high levels of the constructs.
7.3.1. Ingratiation
The scale we used to measure ingratiation was the Measure of Ingratiatory Behav-important of the two (e.g., Eder & Buckley, 1988; Ferris & Judge, 1991; Gilmore et al.,
1999). However, in Liden andMitchell
s (1988) model of ingratiatory behaviors, both
antecedents to ingratiation—internal (i.e., disposition) and external characteristics
(i.e., situation)—were deemed to be important predictors. Situational variables are un-
der the control of the target but dispositional variables are a part of the actor and by
considering both a more complete picture is given. We believe that including both fac-
tors in onemodel is an important next step in ingratiation research and predict that the
dispositional variables will explain additional variance beyond the situational factors.
Thus, including the dispositional variables will explain a unique component of ingra-
tiatory behaviors that cannot be captured by only considering the situation. Hence,
Hypothesis 7. Dispositional factors will explain additional significant variance be-
yond situational factors as antecedents to other-focused and self-focused ingratia-
tory behaviors.
7. Method
7.1. Sample
A total of 136 (response rate of 35%) state lottery employees responded to a sur-
vey distributed on company time. Of those who provided demographic information,
54% were males and 46% were females, 72% were Caucasian, the average age was 43
years, and average organizational tenure was 6.77 years.
7.2. Procedure
The surveys, which included a letter written by the director of the state lottery andiors in Organizational Settings (MIBOS) developed by Kumar and Beyerlein (1991).
It consists of 24 items that assess the 4 dimensions of ingratiation: other-enhance-
ment (a ¼ :82), favor rendering (a ¼ :81), opinion conformity (a ¼ :79), and self-pro-
motion (a ¼ :71). In its developmental phases, this scale was tested on samples of
working students as well as manufacturing employees to provide evidence in support
of convergent and discriminant validity (Kumar & Beyerlein, 1991). Sample items
from each dimension include: ‘‘Tell him/her that you can learn a lot from his/her ex-
perience,’’ ‘‘Go out of your way to run an errand for your supervisor.’’ ‘‘Let your
supervisor know the attitudes you share with him/her,’’ and ‘‘Try to make sure he/
she is aware of your successes’’ respectively. To confirm the factor structure of the
scale, we conducted a confirmatory factor analysis using LISREL 8.3. The model in-
cluded four latent variables, one for each ingratiation dimension, composed of the
relevant items. Results (X 2 ¼ 278:22, p ¼ 0:0, X 2=df ¼ 1:48, GFI¼ .85, CFI ¼ .90,
and RMSEA¼ .06) illustrated adequate fit for the 4-factor model.
7.3.2. Role ambiguity
Role ambiguity was measured using five items from the Rizzo, House, and Lirtz-
man
s (1970) scale. ‘‘I feel certain about how much authority I have at work’’ is a
sample item. The internal consistency for this scale was .70.
7.3.3. Leader-member exchange
The 7-item leader-member exchange (LMX) scale from the subordinate
s perspec-
tive was used to measure perceptions of the quality of the supervisor–subordinate re-
lationship (Scandura et al., 1986). A sample item from this scale is ‘‘My supervisor
understands my problems and needs.’’ The internal reliability estimate was .89.
7.3.4. Self-esteem
The 9-item self-esteem scale (a ¼ :73) employed in the present study was devel-
oped by Rosenberg (1965). A sample item is ‘‘I feel that I have a number of good
qualities.’’
7.3.5. Need for power
Need for power was measured using 5-items from Steers and Braunstein
s (1976)
Manifest Needs Questionnaire. A sample item is ‘‘I strive to gain more control over
the events around me at work.’’ The internal consistency of these items was .71.
7.3.6. Job involvement
Three items were used to measure job involvement. Two of the items were from
Buchanan
s (1964) involvement scale and one item was from Lobel and Clair
(1992). A sample item is ‘‘I am very much personally involved in my work.’’ The
items combined to produce an internal reliability of .71.
7.3.7. Shyness
The 6-item shyness scale used in the present study was developed by Scheier and
Carver (1985). A sample item is ‘‘It takes me time to overcome my shyness in newsituations.’’ The internal reliability estimate for this scale was .75.
8. Results
The means, standard deviations, and correlations for the variables of interest can
be found in Table 1. As expected, the four ingratiation tactics were very highly cor-
related with one another. While job involvement was significantly correlated with the
four ingratiation tactics, none of the other antecedents illustrated a consistent pat-
tern of intercorrelations with either the antecedents or the outcome variables.
8.1. Common method variance
As with all self-report data, there is the potential for the occurrence of method
variance. To test for the extent of method variance in the current data we imple-
mented the procedure recommended by Widaman (1985) and used by Williams,
Cote, and Buckley (1989). Following this approach, four models are estimated, a null
measurement model, a model with a single method factor, a multi-factor ‘‘trait’’
measurement model, and a trait measurement model with an additional method fac-
tor. If a method factor exists, a model with a method factor will fit the data signif-
icantly better than a model with no method factor. In addition, this analysis allows
for the partitioning of variance accounted for by different factors and unique
sources. More specifically, the sum of the squared loadings can be used to index
the total amount of variation due to trait factors, method factors, and unique vari-
ance.
Results from these analyses indicated that while the method factor slightly im-
proved model fit, it accounted for an extremely small portion (6%) of the total var-
iance, much less than the amount of method variance (25%) observed by Williams et
al. (1989). The results of these analyses suggest that the model tested does benefit
from the addition of a method factor. However, the gain in fit is quite small and
more importantly the method factor appears to account for very little variation in
the data. Therefore, the results suggest that common method variance is not a per-
vasive problem in this study and that the relationships observed represent substan-
tive rather than artifactual effects.
8.2. Test of the hypotheses
Four separate hierarchical regression equations were run to test the relationships
of interest in this study, one for each of the four ingratiation dimensions (i.e., other-
enhancement, favor rendering, opinion conformity, and self-promotion) as the de-
pendent variable. In step one, the control variables of gender and organizational ten-
ure were entered. These variables were included as controls given that previous
research has suggested that relationships exist between them and ingratiatory behav-
iors (e.g., Gordon, 1996; Wayne, Shore, & Liden, 1997). In the second step, the sit-
uational variables of role ambiguity and leader-member exchange were entered as a
block. The dispositional variables of self-esteem, need for power, job involvement,
and shyness were entered on the third step, also as a block. Based on the directionalrelationships hypothesized, one-tailed tests were conducted.
Table 1
Means, standard deviations, and correlations
Variable Mean SD 1 2 3 4 5 6 7 8 9 10
1 Role ambiguity 2.19 .70 —
2 Leader-member exchange 3.63 .89 ).25
 —
3 Shyness 2.44 .80 .08 .09 —
4 Self-esteem 4.58 .45 ).21
 .02 ).19 —
5 Need for power 3.63 .75 ).15 .06 ).38
 .13 —
6 Job involvement 2.86 .82 ).02 .15 ).09 ).10 .24
 —
7 Other-enhancing 2.33 .78 .17 .25
 .10 ).30
 ).18
 .34
 —
8 Opinion conformity 2.34 .74 .17 ).09 .15 ).32
 ).09 .24
 .73
 —
9 Favor rendering 2.22 .83 .15 .15 .18
 ).36
 ).16 .21
 .73
 .69
 —
10 Self-promotion 2.50 .87 .15 ).06 .12 ).23
 .08 .22
 .44
 .54
 .46
 —
Note. N ¼ 136.
Scale anchors (1, strongly disagree; 5, strongly agree).
* p < :05.
For comparison purposes, the results for all four regression equations are shown
in Table 2. The first outcome examined was other-enhancing. The control variables
did not yield a significant amount of explained variance indicating that they were not
predictive of other-enhancing behaviors. The change in R2 for the situational vari-
ables was significant. The situational antecedent, role ambiguity (H1a) was not sig-
nificantly related to other-enhancing behaviors, but LMX (H2a) did explain a
significant amount of variance in the predicted direction. Results indicated that
the combined effect of the dispositional variables also was significant with self-esteem
(H3a), need for power (H4a), and job involvement (H5) explaining significant addi-
tional variance in the use of other-enhancing behavior in the expected direction. No
support was found for H6a as there was no significant relationship between shyness
and other-enhancing behaviors. Finally, as predicted, the dispositional variables ex-
plained a significant additional 14% of variance in other-enhancing behaviors (H7).
The second regression equation used the ingratiation tactic of opinion conformity
as the dependent variable. Here again, the control variables did not prove to be
significant. Also, there was no significant relationship found between opinion con-
formity and either of the situational variables, role ambiguity (H1a) or leader-mem-
ber exchange (H2a). However, the dispositional variables did yield significant
relationships. As can be seen in column 2 of Table 2, self-esteem (H3a) and job in-
volvement (H5) were significant and in the hypothesized directions, but need for
power (H4a) and shyness (H6a) were not. Supporting H7, the dispositional variables
explained an additional 10% of the variance over and above the variance explained
by the situational and control variables.
Table 2
Impact of antecedents on ingratiatory behaviors
Other-
enhancing
Opinion
conformity
Favor
rendering
Self-
promotion
b DR2 b DR2 b DR2 b DR2
Control variables:
Gender .006 .062 .043 .141
Organizational tenure ).121 .017 ).076 .021 ).085 .028 ).137 .029
Situational variables:
Role ambiguity .109 .114 .126 .172a
Leader-member exchange .161a .072a ).089 .051 .137 .067a ).022 .047
Dispositional variables:
Self-esteem ).190a ).203a ).238b ).107
Need for power ).220a ).065 ).186a .187a
Job involvement .389c .306c .219b .279b
Shyness .016 .208c .130 .148c .076 .144c .222a .136b
Note. Standardized coefficients shown. R2 change significance shown at each step.
a p < :05.
b p < :01.
c p < :001.
9. DiscussionThe findings of this study support the combined person-situation perspective that
argues the need to consider both situational and dispositional variables when exam-
ining antecedents of ingratiatory behaviors. For each of the four behaviors examined
the dispositional variables explained variance above and beyond the variance ex-
plained by the situational factors. In addition, the antecedents that explained each
of the ingratiatory behaviors were unique. This suggests that the antecedents that
would influence someone to engage in ingratiatory behavior differ by tactic and fu-
ture research should study the ingratiation process in this light.
One contribution offered by this study was the introduction of several variables
that had not previously been tested as antecedents of ingratiatory behaviors. Inclu-
sion of each of these variables was supported by theory. One such dispositional var-
iable was job involvement. While this variable has not been previously considered in
the ingratiation research, it appears to play an important role in the engagement of
ingratiation, as it was a significant predictor of all four ingratiatory behaviors stud-
ied. As role theory predicted and our results supported, individuals who are involved
in their job may be more inclined to employ ingratiation than those less involved in
their jobs. Another unique contribution is the fact that shyness had not been consid-
ered previously as a dispositional antecedent to ingratiation.
Our results also shed light on areas where previous research findings were not
clear or consistent. For example, the relationship between self-esteem and ingratia-Next, favor rendering was considered as the dependent variable. As with the pre-
viously considered other-focused tactics, there was no effect for the control variables.
Although, the combined effect of the situational variables was significant, role ambi-
guity (H1a) and leader-member exchange (H2a) were not. The dispositional vari-
ables did yield a significant effect with self-esteem (H3a), need for power (H4a),
and job involvement (H5) each explaining significant variance in the predicted direc-
tion. However, shyness (H6a) was not significant. Finally, the dispositional variables
explained an additional 8% of variance beyond the situational and control variables
(H7).
The final ingratiatory behavior examined was the self-focused behavior of self-
promotion. Once again, the control variables did not produce a significant model.
Although the combined effect for situational variables was not significant, role am-
biguity (H1b) did explain a significant amount of variance in the use of self-promo-
tion in the predicted direction. However, leader-member exchange (H2b) was not
significant. The dispositional variables of need for power (H4b), job involvement
(H5), and shyness (H6b) played a significant role in explaining variance in self-pro-
motion. However, high levels, rather than low levels, of shyness, were related to self-
promotion, which is opposite of our original prediction. Further, H3b (self-esteem)
was not supported. Finally, the dispositional variables explained an additional 9% of
variance in self-promotion beyond the situational and control variables (H7).tion has not been well established in the literature (Baumeister et al., 1989). The pres-
ent study
s findings suggest a strong, negative relationship between self-esteem and
other-focused ingratiation. This finding is consistent with our predictions that low
self-esteem individuals will use other-focused tactics because they are self-protective
in nature. However, the expected relationship between high self-esteem and self-fo-
cused behaviors was not found which suggests that previous research may have been
confounding the ingratiatory behaviors. That is, lumping both other- and self-fo-
cused impression management tactics into one measure may have masked the true
relationships among these variables. All of these findings suggest the need to employ
a more comprehensive, but refined approach when studying the antecedents of ingra-
tiatory behaviors.
One of the most interesting findings of this study is that while each of the six an-
tecedents considered in this study were significantly related to at least one ingratia-
tory behavior they did not operate the same across all four behaviors. Of the
situational variables considered, role ambiguity was only significantly related to
the self-focused behavior of self-promotion. One interpretation of this finding is that
individuals may realize that self-promotion tactics can be used to create the attribu-
tion of competence in an ambiguous environment. For example, highlighting one
s
organizational skills in an unorganized environment may produce an image of com-
petence.
The situational variable of leader-member exchange was only significant for the
other-focused behavior of other-enhancing. As predicted, this relationship was posi-
tive indicating that individuals who already share a positive relationship with their
supervisor are more likely to engage in other-enhancing behaviors than those who
enjoy a less favorable relationship with their supervisor (Wayne & Green, 1993). This
finding is consistent with the ingratiator
s dilemma (Jones & Pittman, 1982; Ralston
& Elsass, 1989). That is, when an ingratiator
s status is lower than the target
s, the
motivation to ingratiate increases, but the probability that the ingratiation tactics
will work decreases. Thus, individuals who do not enjoy a high quality LMX rela-
tionship with their supervisor most likely recognize that ingratiation attempts will
not be successful and refrain from using them.
Similarly, the dispositional variables employed in this study had unique relation-
ships with the ingratiatory behaviors. The variable of self-esteem was significantly
and negatively related to all of the ingratiatory behaviors except self-promotion.
The consistently negative relationships signify that low self-esteem is driving the
results. Specifically, individuals with low self-esteem use all of the other-focused in-
gratiatory tactics, but not the self-focused behavior. That is, individuals with low
self-esteem may have a difficult time bragging about themselves, but can easily fall
into the subservient role and position others as the center of attention. The signifi-
cant relationships between need for power and the other-focused ingratiatory behav-
iors of other-enhancing and favor rendering suggest that individuals with a high need
for power may be less inclined to use other-focused tactics. It may be that recogniz-
ing important qualities in others and conforming to their opinions are difficult be-
haviors for an individual with a high need for power to enact. The dispositional
variable of shyness predicted only self-promotion, and, interestingly, the relationshipwas positive. Shy individuals do not wish to make an undesirable impression and ac-
tively seek to avoid disapproval (Leary & Buckley, 2001). Thus, shy individuals may
use self-promotion tactics to draw attention to their work behaviors in an effort to
produce positive reactions from others.
Finally, the dispositional variable of job involvement was found to be an impor-
tant predictor of all four types of ingratiatory behaviors, both other- and self-fo-
cused. In each case, the more involved an individual was in his or her particular
job the more likely he or she was to use any form of ingratiation available. These
findings offer some confirmation of our contention that the reward power inherent
in the supervisor
s role makes him or her a target of all types of ingratiatory behav-
iors designed to secure rewards valued by job involved individuals (Jones & Pittman,
1982; Ralston & Elsass, 1989).
In addition to looking at each antecedent individually, this study explored
whether dispositional variables could explain additional variance above and beyond
that explained by traditional situational variables by employing a combined disposi-
tional–situational perspective. Confirming our prediction, in each of the four ingra-
tiatory behaviors considered in this study, the dispositional variables explained a
significant 8–14% of the variance beyond that explained by the situation. These find-
ings beg for future researchers to consider both dispositional and situational vari-
ables when studying the process of ingratiation. However, the unique results for
each tactic suggest that care should be used when selecting antecedents for future in-
gratiation studies as not all antecedents worked the same and should not be consid-
ered interchangeable.
As with all empirical research there are limitations with the current study. One
limitation is that the lack of longitudinal data prevented an assessment of causality.
Given that acquiring the attributions sought when using ingratiation tactics may
take time, studying this phenomenon longitudinally may be a more accurate ap-
proach. A second limitation is the sample included people from only one organiza-
tion, perhaps limiting the generalizability of our findings. Only replications with
other samples will be able to determine the extent of this limitation. Another limita-
tion is that only six antecedents were considered in this study. While there was a
strong theoretical rationale for including these variables, these are only a small sam-
ple of the possible factors that could influence ingratiatory behaviors. While the cur-
rent study was a much needed beginning into this inquiry, future research should
consider other dispositional variables such as the big five personality variables and
situational variables like organizational design and types of personnel policies when
examining the process of ingratiation (Barrick & Mount, 1993; Kristof-Brown et al.,
2002; Liden & Mitchell, 1988). Another interesting topic for future research is to ex-
amine the impact of supervisor gender and tenure with supervisor on the use of in-
gratiation by subordinates. Although past research has examined the impact of
subordinate gender on this process (Ferris, Frink, Bhawuk, Zhou, & Gilmore,
1996; Singh, Kumra, & Vinnicombe, 2002) and the demographic similarity of super-
visors and subordinates (Wayne & Liden, 1995), supervisor gender and tenure with
supervisor have not been examined to date and may have interesting effects on the
ingratiation process. For example, some ingratiation tactics may be more appropri-ate for men than for women or the length of tenure with supervisor may impact the
ies, have combined these dimensions therefore confounding the unique relationships
antecedents have with different ingratiatory behaviors.The goals of ingratiation, to appear competent to the supervisor or to be liked by
the supervisor (Jones & Pittman, 1982), are important avenues for career develop-
ment. These goals can be accomplished by using either other-focused or self-focused
ingratiation tactics (Jones & Wortman, 1973). Our results indicate that, individuals
with low self esteem, low need for power, those involved in their jobs, or who have
positive relations with their supervisor can effectively engage in other-focused ingra-
tiatory behaviors. Furthermore, individuals in ambiguous situations, who are shy, or
have a high need for power, can effectively engage in self-focus ingratiatory behav-
iors. As existing research suggests, the career benefits for engaging in ingratiatory be-
haviors include positive performance appraisals (Wayne & Kacmar, 1991), premier
job assignments (Liden & Mitchell, 1988), promotions, and raises (Wayne & Liden,
1995).
Over the past forty years a great deal has been learned about the process of ingra-
tiation. Little by little each study has added to the foundation of knowledge in this
area. We believe that our study illustrates the importance of thinking comprehen-
sively, but specifically, about the ingratiation process. From a comprehensive per-
spective, researchers would be well served to study global models of the process of
ingratiation. However, researchers need to be extremely specific when selecting the
variables of interest to ensure that a blanket approach, one that assumes that all vari-
ables impact the ingratiation process the same, is not used.
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