Self-Monitoring at Work: State of the Science

Abstract

Self-monitoring research poses a challenge to conventional treatments of personality due to its focus on the extent to which people adapt their self-presentations to the demands of social situations. The adaptable self, characteristic of a high self-monitoring orientation, contrasts with the principled self, characteristic of a low self-monitoring orientation. We review research linking self-monitoring to careers, leadership, workplace social networks, authenticity, and deception. We outline future research paths related to agency, top management, and cross-cultural outcomes. We conclude with practical suggestions for how low self-monitors can enhance their workplace outcomes, how high self-monitors can avoid overengagement in projects, and how managers can facilitate people's careers in light of self-monitoring differences. The self-monitoring research program opens avenues of exploration on vital issues concerned with careers, leadership, status, and performance in workplace settings.