The positive effects of leader impression management on perceptions of transformational leadership

Followers accept influence when target leaders meet follower perceptions of what it means to be a leader. Impression management (IM) is an important means of influencing these perceptions, particularly for transformational leaders. In transformational leadership, followers are inspired by leaders and experience strengthened levels of motivation and performance (Yukl, 1999). We examine the multi-dimensional nature of IM as composed of information processing, communicative, and goal-directed components and use this framework to examine empirically how these dimensions influence follower perceptions of transformational leadership (TL perceptions). We develop an instrument used in experimental studies to test the impact of IM within transformational leadership theory. Further, we highlight the implicit cognitive categorization processes that explain how the influence process occurs. Across two empirical studies, we find authentic IM behavior leads to greater TL perceptions than inauthentic, and pro-social IM behavior leads to greater TL perceptions than pro-self. There is no significant difference in TL perceptions between automatic and controlled IM behavior. Finally, we provide a cognitive explanation for the IM influence process, showing that certain IM behaviors are implicitly associated with transformational leader behaviors. We integrate the results within existing literature and provide a future research agenda.