Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

Li  Jiang; Maryam  Kouchaki; Francesca  Gino; Reihane  Boghrati; Leslie  John

Working Paper | HBS Working Paper Series | 2020

Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

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

Abstract

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;

Language: English

Format: Print

67 pages

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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.

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Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

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