Tour Leaders' Impression Management and Job Performance: Exploring the Moderating Role of Tourists' Self-Monitoring

References

• Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions, Newbury Park, CA: Sage Publications.
   Google Scholar
• Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411–423. doi: 10.1037/0033-2909.103.3.411
   Web of Science ®Google Scholar
• Bolino, M. C., Kacmar, K. M., Turnley, W. H., & Gilstrap, J. B. (2008). A multi-level review of impression management motives and behaviors. Journal of Management, 34(6), 1080–1109. doi: 10.1177/0149206308324325
   Web of Science ®Google Scholar
• Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the Jones and Pittman taxonomy. Organizational Research Methods, 2(2), 187–206. doi: 10.1177/109442819922005
   Web of Science ®Google Scholar
• Bolino, M. C., & Turnley, W. H. (2003a). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29(2), 141–160. doi: 10.1177/014920630302900202
   Web of Science ®Google Scholar
• Bolino, M. C., & Turnley, W. H. (2003b). Counternormative impression management, likeability, and performance ratings: The use of intimidation in an organizational setting. Journal of Organizational Behavior, 24(2), 237–250. doi: 10.1002/job.185
   Web of Science ®Google Scholar
• Chang, J. C. (2006). Customer satisfaction with tour leaders’ performance: A study of Taiwan's package tours. Asia Pacific Journal of Tourism Research, 11(1), 97–116. doi: 10.1080/10941660500500808
   Google Scholar
• Cooper, D. R., & Schindler, P. S. (2011). Business research methods, (11th ed.) New York, NY: McGraw Hill.
   Google Scholar
• Crane, E., & Crane, F. G. (2002). Usage and effectiveness of impression management strategies in organizational settings. Journal of Group Psychotherapy, Psychodrama & Sociometry, 55(1), 25–34. doi: 10.3200/JGPP.55.1.25-34
   Google Scholar
• Curtin, S. (2010). Managing the wildlife tourism experience: The importance of tour leaders. International Journal of Tourism Search, 12(3), 219–236. doi: 10.1002/jtr.747
   Web of Science ®Google Scholar
• DeBono, K. G., Green, S., Shair, J., & Benson, M. (1995). Attitude accessibility and biased information processing: The moderating role of self-monitoring. Motivation and Emotion, 19(4), 269–277. doi: 10.1007/BF02856515
   Web of Science ®Google Scholar
• Dielman, T. E. (1991). Applied regression analysis for business and economics, Boston, MA: PWS-KENT.
   Google Scholar
• Farh, J.-L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support-employee outcomes relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715–729. doi: 10.5465/AMJ.2007.25530866
   Web of Science ®Google Scholar
• Ganster, D. C., Hennessey, H. W., & Luthans, F. (1983). Social desirability response effects: Three alternative models. Academy of Management Journal, 26(2), 321–331. doi: 10.2307/255979
   Web of Science ®Google Scholar
• Garbarino, E., & Johnson, M. S. (1999). The different roles of satisfaction, trust, and commitment in customer relationships. Journal of Marketing, 63(2), 70–87. doi: 10.2307/1251946
   Web of Science ®Google Scholar
• Gardner, W. L., & Martinko, M. J. (1988). Impression management in organizations. Journal of Management, 14(2), 321–338. doi: 10.1177/014920638801400210
   Web of Science ®Google Scholar
• Grove, S. J., Fisk, R. P., & Laforge, M. C. (2004). Developing the impression management skills of the service worker: An application of Stanislavsky's principles in a services context. The Service Industries Journal, 24(2), 1–14. doi: 10.1080/02642060412331301222
   Web of Science ®Google Scholar
• Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis, (7th ed.) Upper Saddle River, NJ: Pearson Education.
   Google Scholar
• Harris, K. J., Kacmar, K. M., Zivnuska, S., & Shaw, J. D. (2007). The impact of political skill on impression management effectiveness. Journal of Applied Psychology, 92(1), 278–285. doi: 10.1037/0021-9010.92.1.278
   PubMed Web of Science ®Google Scholar
• Hazer, J. T., & Jacobson, J. R. (2003). Effects of screener self-monitoring on the relationships among applicant positive self-presentation, objective credentials and employability ratings. Journal of Management, 29(1), 119–138. doi: 10.1177/014920630302900101
   Web of Science ®Google Scholar
• Jawahar, I. M. (2001). Attitudes, self-monitoring, and appraisal behaviors. Journal of Applied Psychology, 86(5), 875–883. doi: 10.1037/0021-9010.86.5.875
   PubMed Web of Science ®Google Scholar
• Jones, E. E., & Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. In SulsJ. (Ed.), Psychological perspectives on the self, (pp. 231–262). Hillsdale, NJ: Erlbaum.
   Google Scholar
• Kashyap, R., & Bojanic, D. C. (2000). A structural analysis of value, quality, and price perceptions of business and leisure travelers. Journal of Travel Research, 39(1), 45–51. doi: 10.1177/004728750003900106
   Google Scholar
• Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intra-organizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology, 65(4), 440–452. doi: 10.1037/0021-9010.65.4.440
   Web of Science ®Google Scholar
• Kristof-Brown, A., Barrick, M. R., & Franke, M. (2002). Applicant impression management: Dispositional influences and consequences for recruiter perceptions of fit and similarity. Journal of Management, 28(1), 27–46. doi: 10.1177/014920630202800103
   Web of Science ®Google Scholar
• Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychology Bulletin, 107(1), 34–47. doi: 10.1037/0033-2909.107.1.34
   Web of Science ®Google Scholar
• Lennox, R. D., & Wolfe, R. N. (1984). Revision of the self-monitoring scale. Journal of Personality & Social Psychology, 46(6), 1349–1364. doi: 10.1037/0022-3514.46.6.1349
   PubMed Web of Science ®Google Scholar
• Mason, C. H., & Perreault, W. D. (1991). Collinearity, power, and interpretation of multiple regression analysis. Journal of Marketing Research, 28(3), 268–280. doi: 10.2307/3172863
   Web of Science ®Google Scholar
• Mills, P. K., & Morris, J. H. (1986). Clients as “partial" employees of service organizations: Role development in client participation. Academy of Management Review, 11(4), 726–735.
   Web of Science ®Google Scholar
• Mossberg, L. L. (1995). Tour leaders and their importance in charter tours. Tourism Management, 16(6), 437–445. doi: 10.1016/0261-5177(95)00052-P
   Web of Science ®Google Scholar
• Ortega, E., & Rodríguez, B. (2007). Information at tourism destinations. Importance and cross-cultural differences between international and domestic tourists. Journal of Business Research, 60(2), 146–152. doi: 10.1016/j.jbusres.2006.10.013
   Web of Science ®Google Scholar
• Rao, A., Schmidt, S. M., & Murray, L. H. (1995). Upward impression management: Goals, influence strategies, and consequences. Human Relations, 48(2), 147–167. doi: 10.1177/001872679504800203
   Web of Science ®Google Scholar
• Rudmin, F. W. (1999). Norwegian short-form of the Marlowe-Crowne social desirability scale. Scandinavian Journal of Psychology, 40(3), 299–233. doi: 10.1111/1467-9450.00121
   Web of Science ®Google Scholar
• Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations, Monterey, CA: Brooks/Cole.
   Google Scholar
• Snyder, M. (1987). Public appearances, private realities: The psychology of self-monitoring, New York, NY: Freeman.
   Google Scholar
• Stevens, C. K., & Kristof, A. L. (1995). Making the right impression: A field study of applicant impression management during job interviews. Journal of Applied Psychology, 80(5), 587–606. doi: 10.1037/0021-9010.80.5.587
   Web of Science ®Google Scholar
• Su, C.-J. (2010). An examination of the usage and impact of upward influence tactics by workers in the hospitality sector of Taiwan: Expanding the framework of Rao, Schmidt, and Murray (1995). Canadian Journal of Administrative Sciences, 27(4), 306–319. doi: 10.1002/cjas.181
   Web of Science ®Google Scholar
• Su, C.-J., & Chou, H.-H. (2005). Attributes of service recovery, perceived justice, satisfaction, and behavioral consequences in the international tourist hotel industry: A Taiwan perspective. In TrivediH. (Ed.), Achieving competitive advantage through people, (pp. 228–239). New Delhi: Excel Books.
   Google Scholar
• Su, C.-J., & Kwong, K. K. (2011). Moral intensity and the use of socially undesirable influence tactics with superiors in greater China: Exploring the role of Chinese sub-culture in the hospitality industry of Hong Kong and Taiwan. African Journal of Business Management, 5(5), 1718–1733.
   Web of Science ®Google Scholar
• Su, C.-J., & Wang, K.-C. (2006). Exploring the moderating effect of culture on association between self-orientated moral intensity and the choice of upward influence strategies: A contrast of Asian MBAs from the tourism industry. Asia Pacific Management Review, 11(4), 163–176.
   Google Scholar
• Tedeschi, J. T., & Melburg, V. (1984). Impression management and influence in the organization. In BacharachS. B.& LawlerE. J. (Ed.), Research in the sociology of organizations, (pp. 31–58). Greenwich, CT: JAI Press.3
   Google Scholar
• Tsai, W.-C., Chen, C.-C., & Chiu, S.-F. (2005). Exploring boundaries of the effects of applicant impression management tactics in job interviews. Journal of Management, 31(1), 108–125. doi: 10.1177/0149206304271384
   Web of Science ®Google Scholar
• Turnley, W. H., & Bolino, M. C. (2001). Achieving desired images while avoiding undesired images: Exploring the role of self-monitoring in impression management. Journal of Applied Psychology, 86(2), 351–360. doi: 10.1037/0021-9010.86.2.351
   PubMed Web of Science ®Google Scholar
• Venkatesh, R., Kohli, A. K., & Zaltman, G. (1995). Influence strategies in buying centers. Journal of Marketing, 59(4), 71–82. doi: 10.2307/1252329
   Web of Science ®Google Scholar
• Wang, K.-C., Hsieh, A.-T., Chou, S.-H., & Lin, Y.-S. (2007). GPTCCC: An instrument for measuring group package tour service. Tourism Management, 28(2), 361–376. doi: 10.1016/j.tourman.2006.04.017
   Web of Science ®Google Scholar
• Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75(5), 487–499. doi: 10.1037/0021-9010.75.5.487
   Web of Science ®Google Scholar
• Wayne, S. J., Liden, R. C., Graf, I. K., & Ferris, G. R. (1997). The role of upward influence tactics in human resource decisions. Personnel Psychology, 50(4), 979–1006. doi: 10.1111/j.1744-6570.1997.tb01491.x
   Web of Science ®Google Scholar
• Wong, J.-Y., & Lee, W.-H. (2012). Leadership through service: An exploratory study of the leadership styles of tour leaders. Tourism Management, 33(5), 1112–1121. doi: 10.1016/j.tourman.2011.11.022
   Web of Science ®Google Scholar
• Wong, J.-Y., & Wang, C.-H. (2009). Emotional labor of the tour leaders: An exploratory study. Tourism Management, 30(2), 249–259. doi: 10.1016/j.tourman.2008.06.005
   Web of Science ®Google Scholar
• Xu, J., & Chan, A. (2010). Service experience and package tours. Asia Pacific Journal of Tourism Research, 15(2), 177–194. doi: 10.1080/10941661003629987
   Web of Science ®Google Scholar