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Self-presentation in a selection setting has largely been viewed as deviant and detrimental for validity, often simplified by the label “faking behaviour”. Yet, applicants may also express meaningful skills and motivation when presenting themselves. In this paper, we present an empirical test of a theory of self-presentation, which takes this position. By simulating a complete selection process, from choosing a position to final decision-making about job offers, we test several key assumptions the model made. If motivation was operationalized as willingness to deviate from true self-image, findings provide partial support for proposed antecedents of initial motivation, for motivational changes during the selection process, for the hypothesis that greater discrepancy between true self-image and perceived expectations lower the motivation to self-present and for expected effects of analytical self-presentation skills. Hardly any support was found for propositions if motivation was operationalized as willingness to adapt to perceived employer’s ideals and for proposed antecedents of analytical skills.

Behaviour in selection situations as an adaptation to external expectations: testing a theory of self-presentation