Self monitoring notes and resourcesSELF-MONITORING SCALE
Developed by Mark Synder (1974), the Self-Monitoring (SM) Scale measures the extent to which you consciously employ impression management strategies in social interactions. Basically, the scale
assesses the degree to which you manipulate the nonverbal signals that you send to others and the degree to which you adjust your behavior to situational demands. Some people work harder at managing their public images than do others. See also image maintainence with the Aronson book
In his original study, Synder (1974) reported very reasonable test-retest reliability (.83 for one month) and, for an initial study, provided ample evidence regarding the scale’s validity. In assessing the validity of the scale, he found that in comparison to low SM participants, high SM participants were rated by peers as being better at emotional self-control and better at figuring out how to behave appropriately in new social situations. Furthermore, Synder found that stage actors tended to score higher on the scale than undergraduates, as one would expect. Additionally, Ickes and Barnes (1977) summarized evidence that high SM people are (a) very sensitive to situational cues, (b) particularly skilled at detecting deception on the part of others, and (c) especially insightful about how to influence the emotions of others.
Score Intepretation: The norms presented below are based on guidelines provided by Ickes and Barnes (1977). The divisions are based on data from 207 undergraduate participants.
High Score: 15-22
Intermediate Score: 9-14
Low Score: 0-8
INTERPRETATION OF SCORES
In any setting, people are generally motivated to behave appropriately (Michener, Delamater, Schwartz, 1986, p. 192). People who are high in self-monitoring look for cues in the situation to tell them how to behave, whereas those who are low in self-monitoring use their own values and motives to guide their behavior. (Michener, Delamater, Schwartz, 1986, pp. 334-335). Self-monitoring involves three major and somewhat distinct tendencies (Greenberg & Baron, 1990, pp. 204-206):
(1) the willingness to be the center of attention -- a tendency to behave in outgoing, extraverted ways
(closely related to the social skill of emotional expressiveness);
(2) Sensitivity to the reactions of others;
(3) ability and willingness to adjust behavior to induce positive reactions in others.
We can say that "self-monitoring" refers to a person's ability to adjust his or her behavior to external situational factors. Individuals high in self-monitoring show considerable adaptability in their behavior. They are highly sensitive to external cues and can behave differently in different situations. They are capable of presenting striking contradictions between the public persona and the private self. By contrast, low self-monitors can't disguise themselves this way; they tend to display their true dispositions and attitudes in every situation; hence, there is high behavioral consistency between who they are privately and what they do publicly (Robbins, 1993: 714).
High self-monitors are particularly sensitive to other people and alter their responses to others' cues. They are more flexible and responsive to their environment than low self-monitors are. For example, high self-monitors can be expected to demonstrate greater flexibility in adapting their leadership style to changing situations, using a variety of conflict-resolution techniques (Robbins, 1993: 714). See also self concept and conformity issues within Aronson.
High self-monitors are people who readily adjust their own behavior to produce positive reactions in others and their actions are usually guided by the requirements of a given situation. They are different with different people and in different situations, compared to low self-monitors who seem less aware of or concerned with their impact on others. Low self-monitors' actions usually reflect their inner feelings and attitudes and they are less likely to change or adjust in each new context (Greenberg & Baron, 1990, pp. 204-206).
RELATIONSHIP BETWEEN SELF-MONITORING AND the business world:
Preliminary research evidence suggests that high self-monitors tend to pay closer attention to the behavior of others and are more capable of conforming than are low self-monitors. High self-monitors are more likely to be successful in managerial positions where individuals are required to play multiple, and even contradicting roles. Thus, the high self-monitor is capable of putting on different "faces" for different audiences.
** High self-monitors are often more effective than low self-monitors in jobs that require boundary spanning (communicating and interacting with different groups of people who, because of contrasting goals, training, or skills "speak different languages"). Since they can readily adjust their actions to the norms, expectations, and style of each group, high self-monitors are more successful in dealing with them than are low self-monitors, and this improves performance. Boundary-spanning roles are very important in most organizations, so assigning high self-monitoring people to such positions may yield substantial benefits.
Examples of occupations or positions that might require high self-monitoring would include HR manager, CEO, organizational development specialist or marketing and sales director. (Robbins, 1993: 108).
** High self-monitors tend to be better at clear communicating than low self-monitors.
Please note: I have not provided full references here as it is not okay to cite them without the full reference. Go ahead and use your research skills to look up these particular studies. There are many many more. Also it is not okay to reference me here or to use any of what I have written word for word, even in quotes (as always)
See also Mark Snyder on the web for further information
http://www.psych.umn.edu/people/faculty/snyder.htm
http://snyder.socialpsychology.org/
and your book for how this manifests in self and others.
Also changing minds has some great explanations about most theories including this one:
http://changingminds.org/index.htm
Discuss
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