Leaders' perceived authenticity-the sense that leaders are acting in accordance with their "true self"-is associated with positive outcomes for both employees and organizations alike. How might leaders foster this impression? We show that sensitive self-disclosure, in the form of revealing weaknesses, makes leaders come across as authentic (Studies 1 and 2)-because observers infer that the discloser is not engaging in strategic self-presentation (Study 3). Further, 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 are more pronounced if the disclosure is made by a relatively high-status person (Study 6). We also present anecdotal field evidence (Study 7) consistent with the causal effects identified in Studies 1-6. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

中文翻译：

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通过敏感的自我披露培养对真实性的看法。

领导者感知的真实性——领导者按照他们“真实的自我”行事的感觉——与员工和组织的积极成果相关。领导者如何培养这种印象？我们表明，敏感的自我披露，以揭示弱点的形式，使领导者看起来是真实的（研究 1 和 2）——因为观察者推断披露者没有进行战略性自我展示（研究 3）。此外，敏感自我披露的真实性收益具有积极的下游后果，例如增强员工与领导者合作的愿望（研究 4A 和 4B）。而且，正如我们的概念性解释所预测的那样，当自愿暴露弱点时（与要求相反；研究 5），这些好处就会出现，如果披露是由地位相对较高的人做出的，则更为明显（研究 6）。我们还提供了与研究 1-6 中确定的因果效应一致的轶事实地证据（研究 7）。（PsycInfo 数据库记录 (c) 2023 APA，保留所有权利）。