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• Working Paper | HBS Working Paper Series | 2020

  Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

  Li Jiang, Maryam Kouchaki, Francesca Gino, Reihane Boghrati and Leslie John

  Leaders’ perceived authenticity – the sense that a leader is acting in accordance with her “true self” – is associated with positive outcomes for both employees and organizations alike. How might a leader foster this impression? Using field and experimental data, we test whether sensitive self-disclosures – for example, revealing an aversion to public speaking – make leaders come across as authentic and lead to positive outcomes, such as an enhanced desire to work with that leader (Studies 1, 2A, 2B, and 3). Stemming from our conceptual account, we show that these benefits emerge when the self-disclosure is mild to moderately sensitive in nature (Study 4) and made voluntarily (as opposed to by requirement) (Study 6) by a relatively high-status person (Study 5). Would-be disclosers do not intuit these positive consequences of self-disclosure (Study 7), suggesting that leaders may under-employ an effective tool for making a positive impression.

  Keywords: Authenticity; disclosure; Leaders; impression management; Leadership Style; Personal Characteristics; Communication Intention and Meaning; Perception;

  Citation:

  Jiang, Li, Maryam Kouchaki, Francesca Gino, Reihane Boghrati, and Leslie John. "Fostering Perceptions of Authenticity via Sensitive Self-Disclosure." Harvard Business School Working Paper, No. 20-070, January 2020.  View Details

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• Case | HBS Case Collection | December 2019

  Negotiating for Equal Pay: The U.S. Women’s National Soccer Team (A)

  Christine Exley, John Beshears, Manuela Collis and Davis Heniford

  In 2016, members of the U.S. Women's National Soccer Team (WNT) took steps to fight for equal pay relative to the U.S. Men's National Soccer Team. Their legal representative declared that the memorandum of understanding governing the relationship between the players and the U.S. Soccer Federation (USSF) was terminable at will. If a court agreed with this position, the players could threaten to strike in advance of the upcoming Olympics. In addition, five of the top WNT players filed a wage-discrimination complaint against the USSF with the Equal Employment Opportunity Commission. This case describes the history of the WNT and the USSF leading up to these events.

  Citation:

  Exley, Christine, John Beshears, Manuela Collis, and Davis Heniford. "Negotiating for Equal Pay: The U.S. Women’s National Soccer Team (A)." Harvard Business School Case 920-029, December 2019.  View Details

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• Supplement | HBS Case Collection | December 2019

  Negotiating for Equal Pay: The U.S. Women's National Soccer Team (B)

  Christine Exley, John Beshears, Manuela Collis and Davis Heniford

  In 2016, members of the U.S. Women's National Soccer Team (WNT) took steps to fight for equal pay relative to the U.S. Men's National Soccer Team. Their legal representative declared that the memorandum of understanding governing the relationship between the players and the U.S. Soccer Federation (USSF) was terminable at will. If a court agreed with this position, the players could threaten to strike in advance of the upcoming Olympics. In addition, five of the top WNT players filed a wage-discrimination complaint against the USSF with the Equal Employment Opportunity Commission. This case describes the events following from the actions of the WNT players.

  Citation:

  Exley, Christine, John Beshears, Manuela Collis, and Davis Heniford. "Negotiating for Equal Pay: The U.S. Women's National Soccer Team (B)." Harvard Business School Supplement 920-030, December 2019.  View Details

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