quarta-feira, janeiro 11, 2006



Individuals use flattery, agreeing with others opinions, and doing favours to get people with influence and power to like them.


Individuals convey the image of being potentially dangerous to those who might stand in the way of their advancement. Managers, for example, might use veiled threats of exposure of organizations, problems with supervisors who are trying to block their promotions.


Individuals embellish their accomplishments or make overstated claims about their abilities in order to win the respect and admiration of their supervisors. Individuals may self-promote to strategically displaying certificates or awards, claiming they have outside job offers, and puffing up reports of their accomplishments.


Individuals create the impression of being self-lessly dedicated or self-sacrificing, so that people in positions of influence will feel guilty about this and end up giving them desired rewards or promotions. For example, an individual might always arrive at work early or leave late in order to create the image of dedication to his or her job.


Individuals attempt to distance themselves from negative events in which they have been involved. Among other ways, they may do this by denying personal responsibility for the problem (making excuses such as “I was merely following orders”) or by diminishing the dimensions of the problem (making justifications such as “It’s really no so bad”).


Individuals try to get people in positions of influence to be sympathetic or nurturant toward them. Employees might bolster the allegiance their bosses have to them by asking to be mentored or “taken under their wing”.

Feldman e Klitch (1991)