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  • 2020
  • Working Paper
  • HBS Working Paper Series

Fostering Perceptions of Authenticity via Sensitive Self-Disclosure

By: Li Jiang, Maryam Kouchaki, Francesca Gino, Reihane Boghrati and Leslie John
  • Format:Print
  • | Language:English
  • | Pages:67 
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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

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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About The Authors

Francesca Gino

Negotiation, Organizations & Markets
→More Publications

Leslie K. John

Negotiation, Organizations & Markets
→More Publications

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More from the Authors
  • Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth By: Francesca Gino, Gary P. Pisano and Alexander Rohe
  • Scaling Well by Doing Good: Motivating Talent at b.good By: Francesca Gino, Gary P. Pisano and Alexander Rohe
  • Why Connect? Moral Consequences of Networking with a Promotion or Prevention Focus By: F. Gino, T. Casciaro and M. Kouchaki
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