Everyone will be different in how to present themselves. Some people are more aware of their public impression, some people may use more self-styled self-esteem, while others prefer self-justification (self-verification). According to Mark Snyder (1987), this difference relates to a characteristic personality trait called self-monitoring, which is the tendency to regulate behavior to conform to the demands of social situations. Thus, self-monitoring is a tendency to change behavior in response to a self-centered presentation of the situation (Brehm &Kassin, 1993). Or according to Worchel, et al. (2000), self-monitoring is adapting behavior to situational norms and expectations of others. While Brigham (1991) states self-monitoring is a process whereby individuals conduct monitoring (monitoring) of the impression management that has been done.
Individuals who have high self-monitors focus on what is socially appropriate and pay attention to how people behave in social settings. They use this information as a guide to their behavior. Their behavior is more determined by their compatibility with the situation than their actual attitudes and feelings. They are proficient in feeling the wishes and expectations of others, skilled or skilled in presenting some behaviors in different situations and can change the ways of self-presentation or modify behaviors to suit the expectations of others. High self-monitors are described as people who have "pragmauic self". They can also be referred to as skilled impression managers.
Conversely low self-monitors tend to pay more attention to their own feelings and pay less attention to situational cues that can indicate whether their behavior is feasible. In a test tool called "self-monitoring scale" compiled by Mark Snyder it can be seen that people have wide variations in their readiness and ability to monitor themselves.
Individuals who have high self-monitors focus on what is socially appropriate and pay attention to how people behave in social settings. They use this information as a guide to their behavior. Their behavior is more determined by their compatibility with the situation than their actual attitudes and feelings. They are proficient in feeling the wishes and expectations of others, skilled or skilled in presenting some behaviors in different situations and can change the ways of self-presentation or modify behaviors to suit the expectations of others. High self-monitors are described as people who have "pragmauic self". They can also be referred to as skilled impression managers.
Conversely low self-monitors tend to pay more attention to their own feelings and pay less attention to situational cues that can indicate whether their behavior is feasible. In a test tool called "self-monitoring scale" compiled by Mark Snyder it can be seen that people have wide variations in their readiness and ability to monitor themselves.
Read Also Based on the results of the study, people who get high scores on the self-monitoring scale, will have good luck in social situations, People will consider them as friendly and relaxed (Lippa, 1978), not shy and better prepared to take initiative in various Situation (Pilkonis, 1977). But they are likely to be less reliable and shallowly judged (Gergen, 1977). So it is assumed that those on moderate self-monitoring levels are socially ideal. For this will enable them to function effectively in presenting themselves, without becoming "social chameleons."
Other research results show that since high self-monitors perceive themselves as successful in impressing others, they tend to have higher self-esteem (Sharp & Getz, 1996). They are also socially skilled in testing hypotheses about personality (Dardenne &Leyens, 1995). They are also more interested in information about other people or the actions of others. High self-monitors place more on physical attractiveness rather than personal qualities when they have a romantic partner. Whereas low self-monitors emphasize more matches in personality and interests than to match physical attractiveness in choosing a partner (Glick DeMorest, &Hotze, 1988). Finally, studies in organizations show that individuals with high self-monitoring are better than low self-monitoring in working between departments or between sections that demand flexibility and are open to the wishes and expectations of others.
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