Self-Monitoring Scale

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).

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 ORGANIZATIONAL BEHAVIOR:

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.

High and Low Self-Monitoring Traits

Author: Sabrina Dawkins (2010)

High Self-Monitoring and Situationism

High self-monitors adapt their behavior to fit the particular situation and need cues from their environment to act accordingly. They also devote a lot of energy to displaying and improving their skills, and will even choose friends according to the skills they possess. For instance, they will select a good tennis player to help them improve their own game. Another friend may be chosen for his or her knowledge of politics, while yet another is chosen because of physical appearance—this will enhance the appearance of the high

Every decision is made to benefit the outer image of self. Thus the self is continually outer-directed, looking for clues to accurately form and reform itself anew, to project the desired image. The downside is that people who are high self-monitors tend to compartmentalize everything and everyone. They act like who they think they are supposed to be in each situation, mimicking others if need be, in order to help social situations flow smoothly. Even at the expense of honesty, their goal is to portray a likable image.

Low Self-Monitoring and Trait Theory

The low self-monitors are inner-directed; their cues comes from their traits, or the concept of a "true self" that has certain ideas and behaviors that are habitual and stable. They also value honesty about inner feelings rather than acted-out emotions for the benefit of social interaction. Whereas high self-monitors, who have no center, possess many selves that they project during different occasions, low self-monitors will not create images of themselves agreeable to the present social situation if it betrays their true inner feelings.

Low self-monitors choose their friends based on similarities in ideas, feelings and behaviors; a felt connection draws low self-monitors to their friends, not the desire to be associated with people who have skills that can benefit their public image, or help them, through mimicry, create another archived "self" to use when needed. The friends of low self-monitors are invited to all activities, even those they are not good at, because low self-monitors enjoy the genuine emotional, psychological and spiritual connection shared with friends, not their practical usefulness.

Counterintuitive Research Findings

Initially, low self-monitors may seem more true, honest or intelligent than high self-monitors, but this is not necessarily the case. Snyder turns the assumption of low self-monitoring "depth" and high self-monitoring "shallowness" on its head. Through his research, he finds not only are high self-monitors not necessarily shallow, but they seem to be more aware of subtle body language and social nuances than their low self-monitoring counterparts. Plus, high self-monitors can actually reveal their true feelings about topics if the situation prompts them to do so. Honesty, however, is secondary to their desire to be socially adept and non-offensive.

Snyder, Mark. Public Appearances, Private Realities: The psychology of self-monitoring. New York: W. H. Freeman Company, 1987. Print.


Read more at Suite101: The Psychology of Personality: Self-Monitoring by Mark Snyder | Suite101.com http://sabrinadawkins.suite101.com/the-psychology-of-personality-self-monitoring-by-mark-snyder-a228676#ixzz1XxPBDDc1