Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Concept Videos

Strategies of Self-Presentation I: Strategic Self-Presentation01:12

Strategies of Self-Presentation I: Strategic Self-Presentation

238
Strategic self-presentation refers to individuals' intentional efforts to influence how others perceive them. This process is employed in various social and professional settings, such as job interviews, dating, politics, and legal contexts, where individuals seek to shape impressions to gain social or material advantages. While people generally present themselves in ways that align with their authentic characteristics, external factors, such as cognitive load, can hinder their ability to...
238
Managing Impressions01:19

Managing Impressions

189
Impression management encompasses individuals' deliberate efforts to shape how others perceive them during social interactions. This behavior is often employed to conform to social norms, secure approval, or pursue specific goals. While it involves selective self-presentation, it is not necessarily deceptive; individuals frequently present authentic aspects of themselves that align with situational demands.Common strategies include:Ingratiation: where individuals use flattery or agreeableness...
189
Impression Management Techniques I: Managing Appearances01:29

Impression Management Techniques I: Managing Appearances

243
Appearance is a multidimensional aspect of self-presentation that encompasses observable attributes such as clothing, grooming, speech, and nonverbal behavior. These elements are often strategically managed to align with socially constructed expectations in different settings. For instance, individuals tailor their appearance during job interviews, social gatherings, or athletic events to meet the perceived norms of those environments.Contextual Adaptation and Social SignalsThe research...
243
Impression Management Techniques II: Ingratiation01:29

Impression Management Techniques II: Ingratiation

187
Ingratiation refers to deliberate behaviors aimed at increasing one’s attractiveness or likability to a target person, often for strategic interpersonal or social gain. This set of impression management tactics is especially prevalent in hierarchical contexts, where influencing someone with greater power or authority can yield significant benefits. Several distinct ingratiation strategies have been identified, each leveraging psychological cues to foster favor and affiliation.Opinion...
187
Impression Management Techniques IV: Altercasting01:14

Impression Management Techniques IV: Altercasting

199
Altercasting is a strategic communication technique in which an individual imposes a specific identity or social role onto another person to influence their behavior and shape the interaction. By presuming a role—such as “responsible leader” or “patient person”—altercasting encourages the target to conform to that identity, often aligning their behavior with the expectations associated with the role. The power of this tactic lies in its subtlety; once a role...
199
Social Loafing01:37

Social Loafing

39.8K
Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated,...
39.8K

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Coalition building: a strategy for creating HIV/AIDS awareness on a college campus.

The ABNF journal : official journal of the Association of Black Nursing Faculty in Higher Education, Inc·1996
Same author

Charting the course for merger: key concepts for nurse executives.

The Journal of nursing administration·1995
Same author

Hospital closure: reflections of a former nurse executive.

The Journal of nursing administration·1993
Same author

Maximizing the results of new graduate orientation.

The Health care supervisor·1992
Same author

From QA to QI in a home health agency.

American Nurses Association Publications·1992
Same author

An approach to nurse managerial reporting: an essential task.

The Health care supervisor·1989

Related Experiment Video

Updated: Mar 1, 2026

Chronic Stress Shifts Effort-Related Choice Behavior in a Y-Maze Barrier Task in Mice
09:37

Chronic Stress Shifts Effort-Related Choice Behavior in a Y-Maze Barrier Task in Mice

Published on: August 13, 2020

12.2K

Middle managers: gatekeepers for turnover.

E K Singleton1, F C Nail

  • 1Louisiana State University Medical Center, School of Nursing, New Orleans.

The Health Care Supervisor
|November 5, 1991
PubMed
Summary
This summary is machine-generated.

Middle managers must accept that employee turnover is inevitable and can be positive. They play a crucial gatekeeper role, encouraging departures beneficial to both individuals and the organization, and must prepare for associated conflicts.

More Related Videos

Evaluation of an Exclusive Spur Dike U-Turn Design with Radar-Collected Data and Simulation
11:41

Evaluation of an Exclusive Spur Dike U-Turn Design with Radar-Collected Data and Simulation

Published on: February 1, 2020

21.0K
Mindfulness in Motion MIM: An Onsite Mindfulness Based Intervention MBI for Chronically High Stress Work Environments to Increase Resiliency and Work Engagement
12:22

Mindfulness in Motion MIM: An Onsite Mindfulness Based Intervention MBI for Chronically High Stress Work Environments to Increase Resiliency and Work Engagement

Published on: July 1, 2015

24.7K

Related Experiment Videos

Last Updated: Mar 1, 2026

Chronic Stress Shifts Effort-Related Choice Behavior in a Y-Maze Barrier Task in Mice
09:37

Chronic Stress Shifts Effort-Related Choice Behavior in a Y-Maze Barrier Task in Mice

Published on: August 13, 2020

12.2K
Evaluation of an Exclusive Spur Dike U-Turn Design with Radar-Collected Data and Simulation
11:41

Evaluation of an Exclusive Spur Dike U-Turn Design with Radar-Collected Data and Simulation

Published on: February 1, 2020

21.0K
Mindfulness in Motion MIM: An Onsite Mindfulness Based Intervention MBI for Chronically High Stress Work Environments to Increase Resiliency and Work Engagement
12:22

Mindfulness in Motion MIM: An Onsite Mindfulness Based Intervention MBI for Chronically High Stress Work Environments to Increase Resiliency and Work Engagement

Published on: July 1, 2015

24.7K

Area of Science:

  • Organizational Behavior
  • Human Resource Management

Background:

  • Employee turnover presents ongoing challenges for organizations.
  • Traditional approaches often fail to adequately address the complexities of turnover.
  • Middle managers are uniquely positioned to influence turnover dynamics.

Purpose of the Study:

  • To reframe the understanding of employee turnover for middle managers.
  • To highlight the strategic importance of the middle manager's role in managing turnover.
  • To emphasize proactive preparation for the challenges inherent in managing departures.

Main Methods:

  • Conceptual analysis of middle management's role in employee retention and separation.
  • Exploration of the 'gatekeeper' function in organizational staffing.
  • Discussion of the inevitability and potential positivity of certain turnover instances.

Main Results:

  • Some employee turnover is unavoidable and can be beneficial for organizational health.
  • Middle managers act as gatekeepers, influencing who leaves and when.
  • Effective management of turnover requires strategic preparation and conflict resolution skills.

Conclusions:

  • Middle managers must embrace their gatekeeper role, recognizing turnover's dual nature.
  • Proactive strategies and conflict management are essential for middle managers to navigate turnover effectively.
  • Accepting and managing turnover strategically is key to avoiding becoming a turnover statistic.