Publications
Publications
- 2022
- HBS Working Paper Series
Fostering Perceptions of Authenticity via Sensitive Self-Disclosure
By: Li Jiang, Leslie John, Reihane Boghrati and Maryam Kouchaki
Abstract
Leaders’ perceived authenticity—the sense that they are acting in accordance with their “true self”—is associated with positive outcomes for both employees and organizations alike. How might a leader foster this impression? We show that sensitive self-disclosure, in the form of revealing weaknesses, makes leaders come across as authentic (Studies 1 & 2)—because observers infer that the discloser is not engaging in strategic self-presentation (Study 3). Further, we show that the authenticity gains of sensitive self-disclosure have positive downstream consequences, such as enhancing employees’ desire to work with the leader (Studies 4A and 4B). And, as our conceptual account predicts, these benefits emerge when the revealed weakness is made voluntarily (as opposed to by requirement) (Study 5), and by a relatively high-status person (Study 6). Finally, we conclude by presenting anecdotal field evidence (Study 7) consistent with the causal effects identified in Studies 1-6.
Keywords
Authenticity; Weaknesses; Self-disclosure; Leaders; Impression Management; Leadership Style; Personal Characteristics; Communication Intention and Meaning; Perception
Citation
Jiang, Li, Leslie John, Reihane Boghrati, and Maryam Kouchaki. "Fostering Perceptions of Authenticity via Sensitive Self-Disclosure." Harvard Business School Working Paper, No. 20-070, January 2020. (Revised February 2022.)