Are self-sacrificing employees liked by their supervisor?

Belén Bande (), Takuma Kimura (), Pilar Fernández-Ferrín (), Sandra Castro-González () and Abhishek Goel ()
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Belén Bande: Universidade de Santiago de Compostela
Takuma Kimura: Hosei University
Pilar Fernández-Ferrín: University of the Basque Country UPV/EHU
Sandra Castro-González: Universidade de Santiago de Compostela
Abhishek Goel: Indian Institute of Management Calcutta

Eurasian Business Review, 2024, vol. 14, issue 1, No 8, 257-284

Abstract: Abstract Despite the growing prevalence of employee exemplification in the workplace, there is limited understanding of this assertive self-focused tactic. This study proposes to expand the exemplification research domain by exploring the emotional and behavioral conditions under which this impression management tactic is effective. Data analysis from 206 supervisor–employee dyads reveals that the indirect relationship between exemplification and individual performance through a supervisor’s liking is conditional on an employee’s emotional intelligence. Specifically, the exemplification effect on performance is sharply negative when a salesperson’s emotional intelligence is low, and it becomes insignificant when a salesperson is highly emotionally intelligent. This moderating effect is also strengthened by a supervisor’s age. Theoretical and practical implications are discussed.

Keywords: Impression management; Exemplification; Emotional intelligence; Liking; Performance; Socioemotional selectivity theory (search for similar items in EconPapers)
JEL-codes: M12 M31 (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s40821-023-00243-6

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