People aim to appear warm or competent by displaying certain behaviors that they believe will elicit these attributions from others (Jones & Pittman, 1982). They smile and laugh at parties to gain liking; they subtly mention accomplishments during interviews in hopes of garnering respect. Engaging in such self-presentation with the goal of eliciting certain attributions from others constitutes impression management (Goffman, 1959; Jones & Pittman, 1982; Leary, 1995; Schlenker & Pontari, 1973).
One principle of impression management is expressing similarity: reciprocal warmth, shared opinions, and comparable accomplishments (Lydon, Jamieson, & Zanna, 1988; Rosenfeld, Giacalone, & Riordan, 1995; Wayne & Ferris, 1990).
One way in which people express similarity is by matching their partners’ expectations, going along with what they believe their partner expects in order
to get along (Sinclair, Lowery, Hardin, & Colangelo, 2005; Swencionis & Fiske, 2016). Absent detailed information about their partner, people may also
express similarity by matching their own expectations about their partner, going along with their initial impressions in order to get along.
Among these expectancies are category-based stereotypes. Well-intentioned impression managers may try to match even their negative stereotype of an outgroup member, in efforts to “get on their level.” Getting along with a lower-status group may entail presenting oneself as less competent or lower in status—
that is, “getting down with the people.”