self presentation what does it mean

Impression Management: Erving Goffman Theory

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On This Page:

Impression management refers to the goal-directed conscious or unconscious attempt to influence the perceptions of other people about a person, object, or event by regulating and controlling information in social interaction.
Generally, people undertake impression management to achieve goals that require they have a desired public image. This activity is called self-presentation.
In sociology and social psychology, self-presentation is the conscious or unconscious process through which people try to control the impressions other people form of them.
The goal is for one to present themselves the way in which they would like to be thought of by the individual or group they are interacting with. This form of management generally applies to the first impression.
Erving Goffman popularized the concept of perception management in his book, The Presentation of Self in Everyday Life , where he argues that impression management not only influences how one is treated by other people but is an essential part of social interaction.

Impression Management in Sociology

Impression management, also known as self-presentation, refers to the ways that people attempt to control how they are perceived by others (Goffman, 1959).

By conveying particular impressions about their abilities, attitudes, motives, status, emotional reactions, and other characteristics, people can influence others to respond to them in desirable ways.

Impression management is a common way for people to influence one another in order to obtain various goals.

While earlier theorists (e.g., Burke, 1950; Hart & Burk, 1972) offered perspectives on the person as a performer, Goffman (1959) was the first to develop a specific theory concerning self-presentation.

In his well-known work, Goffman created the foundation and the defining principles of what is commonly referred to as impression management.

In explicitly laying out a purpose for his work, Goffman (1959) proposes to “consider the ways in which the individual in ordinary work situations presents himself and his activity to others, the ways in which he guides and controls the impression they form of him, and the kind of things he may or may not do while sustaining his performance before them.” (p. xi)

Social Interaction

Goffman viewed impression management not only as a means of influencing how one is treated by other people but also as an essential part of social interaction.

He communicates this view through the conceit of theatre. Actors give different performances in front of different audiences, and the actors and the audience cooperate in negotiating and maintaining the definition of a situation.

To Goffman, the self was not a fixed thing that resides within individuals but a social process. For social interactions to go smoothly, every interactant needs to project a public identity that guides others’ behaviors (Goffman, 1959, 1963; Leary, 2001; Tseelon, 1992).

Goffman defines that when people enter the presence of others, they communicate information by verbal intentional methods and by non-verbal unintentional methods.

According to Goffman, individuals participate in social interactions through performing a “line” or “a pattern of verbal and nonverbal acts by which he expresses his view of the situation and through this his evaluation of the participants, especially himself” (1967, p. 5).

Such lines are created and maintained by both the performer and the audience. By enacting a line effectively, a person gains positive social value or “face.”

The verbal intentional methods allow us to establish who we are and what we wish to communicate directly. We must use these methods for the majority of the actual communication of data.

Goffman is mostly interested in the non-verbal clues given off which are less easily manipulated. When these clues are manipulated the receiver generally still has the upper hand in determining how realistic the clues that are given off are.

People use these clues to determine how to treat a person and if the intentional verbal responses given off are actually honest. It is also known that most people give off clues that help to represent them in a positive light, which tends to be compensated for by the receiver.

Impression Management Techniques

Suppressing emotions : Maintaining self-control (which we will identify with such practices as speaking briefly and modestly).
Conforming to Situational Norms : The performer follows agreed-upon rules for behavior in the organization.
Flattering Others : The performer compliments the perceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver.
Being Consistent : The performer’s beliefs and behaviors are consistent. There is agreement between the performer’s verbal and nonverbal behaviors.

Self-Presentation Examples

Self-presentation can affect the emotional experience . For example, people can become socially anxious when they are motivated to make a desired impression on others but doubt that they can do so successfully (Leary, 2001).

In one paper on self-presentation and emotional experience, Schlenker and Leary (1982) argue that, in contrast to the drive models of anxiety, the cognitive state of the individual mediates both arousal and behavior.

The researchers examine the traditional inverted-U anxiety-performance curve (popularly known as the Yerkes-Dodson law) in this light.

The researchers propose that people are interpersonally secure when they do not have the goal of creating a particular impression on others.

They are not immediately concerned about others’ evaluative reactions in a social setting where they are attempting to create a particular impression and believe that they will be successful in doing so.

Meanwhile, people are anxious when they are uncertain about how to go about creating a certain impression (such as when they do not know what sort of attributes the other person is likely to be impressed with), think that they will not be able to project the types of images that will produce preferred reactions from others.

Such people think that they will not be able to project the desired image strongly enough or believe that some event will happen that will repudiate their self-presentations, causing reputational damage (Schlenker and Leary, 1982).

Psychologists have also studied impression management in the context of mental and physical health .

In one such study, Braginsky et al. (1969) showed that those hospitalized with schizophrenia modify the severity of their “disordered” behavior depending on whether making a more or less “disordered” impression would be most beneficial to them (Leary, 2001).

Additional research on university students shows that people may exaggerate or even fabricate reports of psychological distress when doing so for their social goals.

Hypochondria appears to have self-presentational features where people convey impressions of illness and injury, when doing so helps to drive desired outcomes such as eliciting support or avoiding responsibilities (Leary, 2001).

People can also engage in dangerous behaviors for self-presentation reasons such as suntanning, unsafe sex, and fast driving. People may also refuse needed medical treatment if seeking this medical treatment compromises public image (Leary et al., 1994).

Key Components

There are several determinants of impression management, and people have many reasons to monitor and regulate how others perceive them.

For example, social relationships such as friendship, group membership, romantic relationships, desirable jobs, status, and influence rely partly on other people perceiving the individual as being a particular kind of person or having certain traits.

Because people’s goals depend on them making desired impressions over undesired impressions, people are concerned with the impressions other people form of them.

Although people appear to monitor how they come across ongoingly, the degree to which they are motivated to impression manage and the types of impressions they try to foster varies by situation and individuals (Leary, 2001).

Leary and Kowalski (1990) say that there are two processes that constitute impression management, each of which operate according to different principles and are affected by different situations and dispositional aspects. The first of these processes is impression motivation, and the second is impression construction.

Impression Motivation

There are three main factors that affect how much people are motivated to impression-manage in a situation (Leary and Kowalski, 1990):

(1) How much people believe their public images are relevant to them attaining their desired goals.

When people believe that their public image is relevant to them achieving their goals, they are generally more motivated to control how others perceive them (Leary, 2001).

Conversely, when the impressions of other people have few implications on one’s outcomes, that person’s motivation to impression-manage will be lower.

This is why people are more likely to impression manage in their interactions with powerful, high-status people than those who are less powerful and have lower status (Leary, 2001).

(2) How valuable the goals are: people are also more likely to impress and manage the more valuable the goals for which their public impressions are relevant (Leary, 2001).

(3) how much of a discrepancy there is between how they want to be perceived and how they believe others perceive them..

People are more highly motivated to impression-manage when there is a difference between how they want to be perceived and how they believe others perceive them.

For example, public scandals and embarrassing events that convey undesirable impressions can cause people to make self-presentational efforts to repair what they see as their damaged reputations (Leary, 2001).

Impression Construction

Features of the social situations that people find themselves in, as well as their own personalities, determine the nature of the impressions that they try to convey.

In particular, Leary and Kowalski (1990) name five sets of factors that are especially important in impression construction (Leary, 2001).

Two of these factors include how people’s relationships with themselves (self-concept and desired identity), and three involve how people relate to others (role constraints, target value, and current or potential social image) (Leary and Kowalski, 1990).

Self-concept

The impressions that people try to create are influenced not only by social context but also by one’s own self-concept .

People usually want others to see them as “how they really are” (Leary, 2001), but this is in tension with the fact that people must deliberately manage their impressions in order to be viewed accurately by others (Goffman, 1959).

People’s self-concepts can also constrain the images they try to convey.

People often believe that it is unethical to present impressions of themselves different from how they really are and generally doubt that they would successfully be able to sustain a public image inconsistent with their actual characteristics (Leary, 2001).

This risk of failure in portraying a deceptive image and the accompanying social sanctions deter people from presenting impressions discrepant from how they see themselves (Gergen, 1968; Jones and Pittman, 1982; Schlenker, 1980).

People can differ in how congruent their self-presentations are with their self-perceptions.

People who are high in public self-consciousness have less congruency between their private and public selves than those lower in public self-consciousness (Tunnell, 1984; Leary and Kowalski, 1990).

Desired identity

People’s desired and undesired selves – how they wish to be and not be on an internal level – also influence the images that they try to project.

Schlenker (1985) defines a desirable identity image as what a person “would like to be and thinks he or she really can be, at least at his or her best.”

People have a tendency to manage their impressions so that their images coincide with their desired selves and stay away from images that coincide with their undesired selves (Ogilivie, 1987; Schlenker, 1985; Leary, 2001).

This happens when people publicly claim attributes consistent with their desired identity and openly reject identities that they do not want to be associated with.

For example, someone who abhors bigots may take every step possible to not appear bigoted, and Gergen and Taylor (1969) showed that high-status navel cadets did not conform to low-status navel cadets because they did not want to see themselves as conformists (Leary and Kowalski, 1990).

Target value

people tailor their self-presentations to the values of the individuals whose perceptions they are concerned with.

This may lead to people sometimes fabricating identities that they think others will value.

However, more commonly, people selectively present truthful aspects of themselves that they believe coincide with the values of the person they are targeting the impression to and withhold information that they think others will value negatively (Leary, 2001).

Role constraints

the content of people’s self-presentations is affected by the roles that they take on and the norms of their social context.

In general, people want to convey impressions consistent with their roles and norms .

Many roles even carry self-presentational requirements around the kinds of impressions that the people who hold the roles should and should not convey (Leary, 2001).

Current or potential social image

People’s public image choices are also influenced by how they think they are perceived by others. As in impression motivation, self-presentational behaviors can often be aimed at dispelling undesired impressions that others hold about an individual.

When people believe that others have or are likely to develop an undesirable impression of them, they will typically try to refute that negative impression by showing that they are different from how others believe them to be.

When they are not able to refute this negative impression, they may project desirable impressions in other aspects of their identity (Leary, 2001).

Implications

In the presence of others, few of the behaviors that people make are unaffected by their desire to maintain certain impressions. Even when not explicitly trying to create a particular impression of themselves, people are constrained by concerns about their public image.

Generally, this manifests with people trying not to create undesired impressions in virtually all areas of social life (Leary, 2001).

Tedeschi et al. (1971) argued that phenomena that psychologists previously attributed to peoples’ need to have cognitive consistency actually reflected efforts to maintain an impression of consistency in others’ eyes.

Studies have supported Tedeschi and their colleagues’ suggestion that phenomena previously attributed to cognitive dissonance were actually affected by self-presentational processes (Schlenker, 1980).

Psychologists have applied self-presentation to their study of phenomena as far-ranging as conformity, aggression, prosocial behavior, leadership, negotiation, social influence, gender, stigmatization, and close relationships (Baumeister, 1982; Leary, 1995; Schlenker, 1980; Tedeschi, 1981).

Each of these studies shows that people’s efforts to make impressions on others affect these phenomena, and, ultimately, that concerns self-presentation in private social life.

For example, research shows that people are more likely to be pro-socially helpful when their helpfulness is publicized and behave more prosocially when they desire to repair a damaged social image by being helpful (Leary, 2001).

In a similar vein, many instances of aggressive behavior can be explained as self-presentational efforts to show that someone is willing to hurt others in order to get their way.

This can go as far as gender roles, for which evidence shows that men and women behave differently due to the kind of impressions that are socially expected of men and women.

Baumeister, R. F. (1982). A self-presentational view of social phenomena. Psychological Bulletin, 91, 3-26.

Braginsky, B. M., Braginsky, D. D., & Ring, K. (1969). Methods of madness: The mental hospital as a last resort. New York: Holt, Rinehart & Winston.

Buss, A. H., & Briggs, S. (1984). Drama and the self in social interaction. Journal of Personality and Social Psychology, 47, 1310-1324. Gergen, K. J. (1968). Personal consistency and the presentation of self. In C. Gordon & K. J. Gergen (Eds.), The self in social interaction (Vol. 1, pp. 299-308). New York: Wiley.

Gergen, K. J., & Taylor, M. G. (1969). Social expectancy and self-presentation in a status hierarchy. Journal of Experimental Social Psychology, 5, 79-92.

Goffman, E. (1959). The moral career of the mental patient. Psychiatry, 22(2), 123-142.

Goffman, E. (1963). Embarrassment and social organization.

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Jones, E. E., & Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. Psychological perspectives on the self, 1(1), 231-262.

Leary M R (1995) Self-presentation: Impression Management and Interpersonal Behaior. Westview Press, Boulder, CO.

Leary, M. R.. Impression Management, Psychology of, in Smelser, N. J., & Baltes, P. B. (Eds.). (2001). International encyclopedia of the social & behavioral sciences (Vol. 11). Amsterdam: Elsevier.

Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychological bulletin, 107(1), 34.

Leary M R, Tchvidjian L R, Kraxberger B E 1994 Self-presentation may be hazardous to your health. Health Psychology 13: 461–70.

Ogilvie, D. M. (1987). The undesired self: A neglected variable in personality research. Journal of Personality and Social Psychology, 52, 379-385.

Schlenker, B. R. (1980). Impression management (Vol. 222). Monterey, CA: Brooks/Cole.

Schlenker, B. R. (1985). Identity and self-identification. In B. R. Schlenker (Ed.), The self and social life (pp. 65-99). New York: McGraw-Hill.

Schlenker, B. R., & Leary, M. R. (1982). Social anxiety and self-presentation: A conceptualization model. Psychological bulletin, 92(3), 641.

Tedeschi, J. T, Smith, R. B., Ill, & Brown, R. C., Jr. (1974). A reinterpretation of research on aggression. Psychological Bulletin, 81, 540- 563.

Tseëlon, E. (1992). Is the presented self sincere? Goffman, impression management and the postmodern self. Theory, culture & society, 9(2), 115-128.

Tunnell, G. (1984). The discrepancy between private and public selves: Public self-consciousness and its correlates. Journal of Personality Assessment, 48, 549-555.

Further Information

Solomon, J. F., Solomon, A., Joseph, N. L., & Norton, S. D. (2013). Impression management, myth creation and fabrication in private social and environmental reporting: Insights from Erving Goffman. Accounting, organizations and society, 38(3), 195-213.
Gardner, W. L., & Martinko, M. J. (1988). Impression management in organizations. Journal of management, 14(2), 321-338.
Scheff, T. J. (2005). Looking‐Glass self: Goffman as symbolic interactionist. Symbolic interaction, 28(2), 147-166.

Self-Presentation Theory

Self-Presentation Theory: Understanding the Art of Impression Management

In the grand theater of life, where every social interaction is a stage and we are both the actors and the audience, self-presentation theory takes center stage. It whispers the secrets of our performances, the subtle art of crafting personas, and the intricate dance between authenticity and impression. As we pull back the curtain on this psychological narrative, we delve into the depths of human behavior, exploring how the masks we wear and the roles we play are not merely acts of deception but profound expressions of our deepest desires to connect, belong, and be understood in the ever-unfolding drama of existence.

Self-presentation theory, originating from the field of social psychology, delves into the intricate ways individuals strategically convey and portray their desired image to others. This theory explores the underlying motivations and cognitive processes governing how people present themselves in social situations, aiming to understand the dynamics of impression management.

Key Definition:

Self-presentation theory refers to the behavior and strategies individuals use to shape the perceptions that others form about them. This theory suggests that individuals strive to convey a favorable impression to others by managing their public image. It encompasses various aspects such as impression management, identity, and social interaction, and is often associated with social psychology and communication studies. According to this theory, individuals may engage in behaviors such as self-disclosure, performance, and conformity to influence how others perceive them.

Origins and Development

The concept of self-presentation theory was initially formulated by sociologist Erving Goffman, in his seminal work The Presentation of Self in Everyday Life , originally published in 1956. Goffman’s was first to create a specific theory concerning self-presentation, laying the foundation for what is now commonly referred to as impression management. His book became widely known after its publication in the United States in 1959.

Goffman’s theory draws from the imagery of theater to portray the importance of human social interaction. He proposed that in social interactions, individuals perform much like actors on a stage, managing the impressions others form of them by controlling information in various ways. This process involves a “front” where the individual presents themselves in a certain manner, and a “back” where they can step out of their role.

His work has been influential in sociology, social psychology, and anthropology, as it was the first to treat face-to-face interaction as a subject of sociological study. Goffman’s dramaturgical analysis observes a connection between the kinds of acts people put on in their daily life and theatrical performances. The theory has had a lasting impact on our understanding of social behavior and continues to be a significant reference point in studies of social interaction.

Impression Management Strategies

Much of Goffman’s early work suggests that “avoidance of shame is an important, indeed a crucial, motive in virtually all social behavior.” Goffman posits that impression management is typically a greater motivation than rational and instrumental goals. Thomas J. Scheff explains that “one tries to control the impression one makes on others, even others who are not significant to one’s life” ( Scheff, 1997. Kindle location: 4,106 ).

Self-presentation theory encompasses a spectrum of strategies employed by individuals to shape others’ perceptions of them. Impression management strategies in social interaction theory are the various techniques individuals use to influence how others perceive them. Individuals employ these strategies to present themselves in a favorable light. The motivation is to achieve specific goals or maintain certain relationships. Here are some key impression management strategies:

Self-Promotion : Highlighting one’s own positive qualities, achievements, and skills to be seen as competent and capable.
Ingratiation : Using flattery or praise to make oneself likable to others, often to gain their favor or approval.
Exemplification : Demonstrating one’s own moral integrity or dedication to elicit respect and admiration from others.
Intimidation : Projecting a sense of power or threat to influence others to comply with one’s wishes.
Supplication : Presenting oneself as weak or needy to elicit sympathy or assistance from others.

These strategies can be assertive, involving active attempts to shape one’s image, or defensive, aimed at protecting one’s image. The choice of strategy depends on the individual’s goals, the context of the interaction, and the nature of the relationship.

The Game of Presentation

In many ways, self-presentation opposes other psychology concepts such as authenticity. We adapt to ur environments, and present ourselves accordingly. We act much different at grandma’s house than we do when out drinking with our friends. Perhaps, authenticity is context dependent. However, we can present ourselves differently in different situations without violating core self-values. The presentations may differ but the self remains unchanged.

Carl Jung mused in reflection of his childhood interactions with his friends that, “I found that they alienated me from myself. When I was with them I became different from the way I was at home.” He continues, “it seemed to me that the change in myself was due to the influence of my schoolfellows, who somehow misled me or compelled me to be different from what I thought I was” ( Jung, 2011 ).

Jonathan Haidt suggests that it is merely game. He wrote, “to win at this game you must present your best possible self to others. You must appear virtuous, whether or not you are, and you must gain the benefits of cooperation whether or not you deserve them.” He continues to warn “but everyone else is playing the same game, so you must also play defense—you must be wary of others’ self-presentations, and of their efforts to claim more for themselves than they deserve” ( Haidt, 2003. Kindle location: 1,361 ).

Healthy and Unhealthy Modes of Self-Presentation

We all self-present, creating images that fit the context. While seeking a partner, we self-present a person who is worthy of investing time in. Only in time, do some of these masks begin to fade. Impression management is essential to build new relationships, get the job, and prevent social rejection. Mahzarin R, Banaji and Anthony G. Greenwald wrote, “honesty may be an overrated virtue. If you decided to report all of your flaws to friends and to apply a similar standard of total honesty when talking to others about their shortcomings, you might soon find that you no longer have friends.” they continue, “our daily social lives demand, and generally receive, repeated lubrication with a certain amount of untruthfulness, which keeps the gears of social interaction meshing smoothly” ( Banaji & Greenwald, 2016, pp. 28-29 ).

However, this healthy practice morphs into something sinister when the presented self has nothing to do with the real self. Daniel Goleman refers to individuals that engage in unhealthy deceitful presentations as social chameleons. He wrote, “the social chameleon will seem to be whatever those he is with seem to want. The sign that someone falls into this pattern…is that they make an excellent impression, yet have few stable or satisfying intimate relationships” ( Golman, 2011, Kindle location: 2,519 ).

Goleman explains that “a more healthy pattern, of course, is to balance being true to oneself with social skills, using them with integrity.” He adds, “social chameleons, though, don’t mind in the least saying one thing and doing another, if that will win them social approval” ( Goleman, 2011, Kindle location: 2,523 ).

Situational Influences

The application of self-presentation strategies is contingent upon the social context and the specific goals an individual pursues. In professional settings, individuals may engage in self-promotion to advance their careers, while in personal relationships, they might prioritize authenticity and sincerity. The ubiquity of social media further complicates self-presentation, as individuals navigate the curation of online personas and the management of digital identities.

In the professional realm, the strategic presentation of oneself can play a crucial role in career development and success. This may involve showcasing one’s achievements, skills, and expertise to stand out in a competitive environment. However, it’s important to strike a balance between self-promotion and humility to maintain credibility and foster positive professional relationships.

On the other hand, personal relationships often thrive on genuine connections and authenticity. In these contexts, individuals may choose to present themselves in a sincere manner, emphasizing vulnerability and openness to establish meaningful connections with others. While occasional self-promotion may still occur, the emphasis is more on building trust and rapport.

Social Media and Self-Presentation

The rise of social media has introduced a new layer of complexity to self-presentation. Platforms like Facebook, Instagram, and LinkedIn offer opportunities for individuals to craft their virtual identities. This process involves selective sharing of information, curation of posts and images, and the management of online interactions. The challenge lies in maintaining a balance between projecting an aspirational image and staying true to one’s authentic self in the digital sphere.

In Goffman’s lengthy comparison between actors and audience suggests that anyone could perform, presenting a certain image. However, he points out that if the actor is a known criminal the audience would not be able to accept their performance, knowing it is a fraud. The actor may enjoy success by going on the road, performing to audiences that are not aware of the actor’s criminal past ( Goffman, 1956, p. 223 ). The internet allows the individual with a shady past to bring their show on the road to an unsuspecting audience who can buy their deceitful performance.

Navigating these diverse self-presentation strategies requires individuals to be mindful of the specific social contexts and their underlying goals. Whether it’s in the professional arena or personal relationships, the nuanced art of self-presentation continues to evolve in the digital age, shaping how individuals perceive and position themselves in the world.

Self-Presentation and Emotional Labor

The intersection of self-presentation theory with emotional labor is a topic of significant interest. Emotional labor pertains to the management of one’s emotions to meet the demands of a particular role or job. Individuals often engage in self-presentation to display appropriate emotions in various settings, leading to a convergence between impression management and emotional regulation. One of the key aspects of this intersection is the impact it has on employee well-being.

Research has shown that the need to regulate emotions in the workplace can lead to emotional exhaustion and burnout. Additionally, there are important implications for organizations, as they have a vested interest in understanding and managing the emotional labor of their employees. Effective programs may enhance employee well-being and improve the quality of service provided to customers. Moreover, the intersection of self-presentation and emotional labor can also be examined through the lens of gender and cultural differences. These examination may highlight the complexities and nuances of this phenomenon in diverse contexts. Understanding this intersection is crucial for creating supportive work environments and fostering healthy, sustainable emotional practices.

See Emotional Labor for more on this topic

Implications and Future Directions

Understanding self-presentation theory has widespread implications, spanning from interpersonal relationships to organizational dynamics. By acknowledging the nuanced strategies individuals employ to shape perceptions, psychologists and practitioners can better grasp human behavior in diverse contexts. Future research may delve into the interplay between self-presentation and cultural factors. In addition, further research may cast light on the psychological effects of sustained impression management on individuals’ well-being.

As individuals, we can understand that we, as well as others, use impression management. Before investing significant resources, we would be wise to try to unmask the presenter and make a decision based on reality rather than expertely presented deceptions.

A List of Practical Implications

Understanding the concepts related to self-presentation theory, such as impression management, self-concept, and social identity, has several practical implications in everyday life:

Enhanced Social Interactions : By being aware of how we present ourselves, we can navigate social situations more effectively, tailoring our behavior to suit different contexts and relationships.
Improved Professional Relationships : In the workplace, understanding self-presentation can help in managing professional personas, leading to better workplace dynamics and career advancement.
Personal Development : Recognizing the strategies we use for impression management can lead to greater self-awareness and personal growth, as we align our external presentation with our internal values.
Conflict Resolution : Awareness of self-presentation strategies can aid in resolving conflicts by understanding the motivations behind others’ behaviors and addressing the underlying issues.
Mental Health : Understanding the effort involved in emotional labor and impression management can help in identifying when these efforts are leading to stress or burnout, prompting us to seek support or make changes.
Authentic Relationships : By balancing self-presentation with authenticity, we can foster deeper and more genuine connections with others.
Cultural Competence : Recognizing the role of social identity in self-presentation can enhance our sensitivity to cultural differences and improve cross-cultural communication.

Overall, these concepts can empower us to be more intentional in our interactions, leading to more fulfilling and effective communication in our personal and professional lives.

Associated Concepts

Self-presentation theory is intricately connected to a variety of psychological concepts that help explain the behaviors and motivations behind how individuals present themselves to others. Here are some related concepts:

Self-Concept : This refers to how people perceive themselves and their awareness of who they are. Self-presentation is often a reflection of one’s self-concept, as individuals attempt to project an image that aligns with their self-perception.
Impression Management : This is the process by which individuals attempt to control the impressions others form of them. It involves a variety of strategies to influence others’ perceptions in a way that is favorable to the individual.
Social Identity : The part of an individual’s self-concept derived from their membership in social groups. Self-presentation can be used to highlight certain aspects of one’s social identity.
Cognitive Dissonance : This occurs when there is a discrepancy between one’s beliefs and behaviors. Self-presentation strategies may be employed to reduce cognitive dissonance by aligning one’s outward behavior with internal beliefs.
Role Theory : Suggests that individuals behave in ways that align with the expectations of the social roles they occupy. Self-presentation can be seen as performing the appropriate role in a given context.
Self-Esteem : The value one places on oneself. Self-presentation can be a means to enhance or protect one’s self-esteem by controlling how others view them.
Self-Efficacy : One’s belief in their ability to succeed. Through self-presentation, individuals may seek to project confidence and competence to others, thereby reinforcing their own sense of self-efficacy.

These concepts are interrelated and contribute to the understanding of self-presentation theory as a whole, providing insight into the complex nature of social interactions and the motivations behind individuals’ efforts to influence how they are perceived by others.

A Few Words by Psychology Fanatic

In essence, self-presentation theory captures the multifaceted nature of human interaction, shedding light on the conscious and subconscious processes governing how individuals present themselves in the social arena. By unraveling the intricacies of impression management, researchers continue to unveil the complexities of human behavior and the underlying motivations that propel our interactions with others.

Last Update: April 29, 2024

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References:

Goffman, Erving (1956/ 2021 ). The Presentation of Self in Everyday Life. Anchor

Goleman, Daniel ( 2005 ). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books . Read on Kindle Books.

Haidt, Jonathan ( 2003 ). The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom. Basic Books ; 1st edition.

Jung, Carl Gustav (1961/ 2011 ). Memories, Dreams, Reflections. Vintage ; Reissue edition.

Banaji, Mahzarin R.; Greenwald, Anthony G. ( 2016 ). Blindspot: Hidden Biases of Good People. Bantam ; Reprint edition.

Scheff, Thomas J. ( 1997 ). Shame in Social Theory. Editors Lansky, M. R. and Morrison, A. P. In The Widening Scope of Shame. Routledge ; 1st edition.

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* Many of the quotes from books come books I have read cover to cover. I created an extensive library of notes from these books. I make reference to these books when using them to support or add to an article topic. Most of these books I read on a kindle reader. The Kindle location references seen through Psychology Fanatic is how kindle notes saves my highlights.

The peer reviewed article references mostly come from Deepdyve . This is the periodical database that I have subscribe to for nearly a decade. Over the last couple of years, I have added a DOI reference to cited articles for the reader’s convenience and reference.

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Topic Specific Databases:

PSYCHOLOGY – EMOTIONS – RELATIONSHIPS – WELLNESS – PSYCHOLOGY TOPICS

T. Franklin Murphy

Complex Systems and Human Relationships

Flourishing requires stepping back to accept the complex systems operating. There is more, much more than we can accurately predict.

Symbolic Interactionism

Symbolic interactionism is a sociological theory emphasizing human interaction and symbols' role in society. It explores how people create and interpret meanings, shaping social reality…

Sugar, Our Health, and Special Interest. Psychology Fanatic article feature image

Sugar, Health, and Special Interest

The content discusses the health risks associated with excessive sugar consumption, linking it to obesity and chronic diseases like diabetes and heart disease. It highlights…

Social Categorization

Social categorization is a cognitive process that helps individuals simplify the complex social world by classifying others into groups based on shared characteristics. While it…

Empathy In Relationships

In intimate relationships, empathy is crucial for building trust and intimacy. Partners should understand and compassionately hold each other’s emotions, creating a safe space for…