The document discusses appropriate self-disclosure in the workplace. It notes that while authenticity is important for trust, honest sharing of thoughts and feelings can also alienate colleagues if not done judiciously. It identifies 5 types of leaders who lack self-awareness - oblivious leaders who seem clueless, bumblers who misread social cues, oversharing "open books," inscrutable leaders seen as remote, and social engineers who don't model behaviors. The document provides a 5-step path for appropriate disclosure including building self-knowledge, considering relevance, keeping revelations genuine, understanding context, and delaying very personal disclosures. It concludes that disclosure is valuable if used carefully and one considers what stories need to be

1. JERIN
JEBIN
JESNA
JASMIN
FAIZEL
JIBIN
Presented by – Group A-4.
Members

3. About the authors:
LISA ROSH
Dr. Lisa Rosh, assistant professor of
management at Sy Syms School of Business at
yeshiva university.
LYNN OFFERMANN
Dr. Lynn Offermann is a Professor
of Industrial and Organizational Psychology in
the Department of Organizational Sciences
and Communication, and in the Department
of Management at the George Washington
University.

4. Introduction
 In this article, the authors advise on the do’s and
don’ts of disclosing too much with professional
colleagues.
‘Authenticity’ is a buzzword among leaders today.
 It begins with self-awareness, knowing who you
are,” they say,“– your values, emotions, and
competencies– and how you’re perceived by others.
 But the honest sharing of thoughts, feelings &
experiences at work is a double-edged sword.

5. One edge
 To tell the personal stories as a way of gaining your
colleagues trust.
 To improving group performance.
 Rise in combined environment.
 Creates instant intimacy.

6. Other edge
 It hurting your reputation.
 Alienating employees.
 Fostering distrust.
 Hindering teamwork.

7. Types of slips in
leadership
 Typically there are 5 types of executives, who lack of
self knowledge cause their revelations to fall flat:
 Oblivious leaders
 Bumblers
 Open book
 Inscrutable leader
 Social engineers

8. Oblivious leaders
• They don’t have realistic view of themselves and thus
reveal information and opinions in a manner that appears
clueless or phony.
(Clueless: Lacking understanding or knowledge)
• Not aware of or not concerned about what is happening
around one.

9. Bumblers
• Bumble: To speak in a flattering manner
• They have better understanding of who they are but
not of how they come across of others.
• Unable to read the colleagues social cues including
body language and facial expression.
• They make ill-timed, inappropriate disclosures.
• Particularly prevalent in cross cultural situations.

10. Open Book
• They talk endlessly about themselves, about others,
about everything.
• Too comfortable communicating.
• Colleagues may seek them out as a source of
information ,they ultimately don’t trust them.

11. Inscrutable leaders
• They have difficulty sharing anything about
themselves in the workplace
• So they come off as remote and inaccessible
• Can’t create long term office relationship

12. Social Engineers
• Similar to inscrutable leaders
• Don’t instinctively share
• Difficulty reading social cues
• It’s Drawback is the way they encourage self
disclosure within their work group
• Instead of modeling desired behaviors they sponsor
external activities such as off-site team building

14. Self test on
How Authentic You Are?

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16. 2

17. 3

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19. 5

21. A Five-Step Path
1. Build a foundation of self knowledge.
2. Consider relevance to the task.
3. Keep revelations genuine.
4. Understand the organizational and cultural context.
5. Delay or avoid very personal disclosures.

22. Conclusion
 Remember to think carefully about your motives and
likelihood of success.
 Self-disclosure is a valuable managerial tool, but it must
be used judiciously.
 Always remember, “What stories do you have to
tell, and who needs to hear them?”