Impression management gives rise to the question of ethical issues. Many organisations undertake induction and training courses in an effort to ‘coach’ staff how to display an impression in the manner expected of them. John Lewis for example, sends recruits to theatre school to gain confidence in how to impress customers.

(a) To what extent do you see impression management as potentially undermining mutual acceptance and trust as a basis for effective interpersonal relationships?

(b) How far should people at work be free to be themselves rather than a ‘false’ persona demanded by the organisation?

(c) Can you see any possible connections between impression management and emotional labour discussed in Chapter 2????