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Running head: Self-disclosure, Leadership and Trust 1
Self-disclosure, Leadership, and Trust
[Student Name]
COM4015
Professor Andrea Fortin
Self-disclosure, Leadership, and Trust 2
Self-disclosure, Leadership, and Trust
Introduction
Communication is a commitment or priority in any healthy relationship, including the
one between a manager and his or her subordinate; strong relationships start with
establishing good communication.
“A Gallup study of 7,272 U.S adults revealed that one in two had left their job to get
away from their manager to improve their overall life at some point in their career”
(Harter & Adkins, 2015).
o This behavior is the result of the lack of communication that is existing in the
workplace, and defines the significance of this research.
o There is considerable evidence that employees expect to have better
communication with their bosses. “Employees value communication from their
manager not just about their roles and responsibilities, but also about what
happens in their lives outside of work” (Harter, Adkins, 2015).
This research explores the intersection between self-disclosure, leadership, and trust to
better understand how we can cultivate better interpersonal relationships between
supervisors and subordinates.
Transition: First, I will define self-disclosure.
What is self-disclosure? Self-disclosure is the process of letting another person know
what you think, feel or want. Self-disclosure has two elements: “First, there is the
intriguing entity of the ‘self”, and what exactly this comprises. Second, there is the
Self-disclosure, Leadership, and Trust 3
process of “disclosure” where by the individual opens up some aspect of self to others"
(Hargie, Dickson, 2004).
o Self-disclosure promotes and improves relationship communication within an
organization. Self-disclosure can lead to more open and supportive environments.
Expectations should be apparent and communicated well. Burns (2010)
believes those who want to be great leaders should make a point to learn
how to express “views, ideas, and goals” very clearly to others.
While support for self-disclosure is backed up by research, we have to
remember not to go “too” far, and avoid making people uncomfortable by
revealing too much personal information.
Transition: Now, I will review how the Johari Window is a concept that can help people
understand how they are perceived in the workplace.
o The Johari Window: A model for self-understanding and understanding others.
This model can be used effectively in helping us to understand ourselves and in
building better relationships with others. In addition, it can be used to get along
better with co-workers.
The four panes of the Johari Window: Open, Blind, Hidden, and
Unknown.
The Open area represents the public or awareness area. It contains
information that both we and others know. Information that we
Self-disclosure, Leadership, and Trust 4
don’t mind admitting. For instance, non-threatening information as
age, favorite food and where we went to school.
The blind area contains information about ourselves that others
know, but we are not yet aware. For example, when we speak with
our hands, but we are not aware that we do until someone points it
out to us.
The hidden area contains information about ourselves (information
that we know that others do not), and we are unwilling to share
because of trust issues. For instance, a problem with substance
abuse or an affair that we are hiding from significant others.
The unknown area covers information that is unknown to us and to
others. This is the area of unrecognized talent, motives, or early
childhood memories that influence our behavior. We might have a
positive reaction to a physical attribute that we are not aware of
neither is anyone else. For example, we might easily become
skilled at skydiving but we don’t know that about ourselves
because we never been skydiving.
The four panes of Johari Windows are interrelated. The effect of any
changes to one pane impact the size of the others. Thus, as relationships
develop, the open area grows.
“Communication and interpersonal relations are generally
enhanced as the blind self becomes smaller. In some traumatic
areas of life, however, people cannot face the blind self; so
Self-disclosure, Leadership, and Trust 5
revelations are best dealt with cautiously or in the company of
professional counselors and therapists” (Beck,1994).
The four panes of the Johari Window will help a manager conceptualize
four kinds of information areas involved in communication. Play an
important role in facilitating feedback and disclosure among group
members, and in directly giving feedback to individuals about their own
blind areas.
Additionally, the Johari Window can help us see what may or may not be
workplace appropriate. Bringing up intimate details of the past are not
always necessary. However, sometimes it is good to acknowledge things
that people may not realize themselves (loud noises or rude behaviors in
the workplace).
Transition: Now that we have overviewed some basic interpersonal concepts, I will discuss
how to provide helpful feedback to employees.
Self-disclosure and feedback: two ways of communicating within our thoughts, ideas,
and feelings. These two forms of communication can be transform into constructive
criticism and positive evaluation.
o Evaluation and feedback by subordinates and peers collected from several sources
can be done effectively using candor, openness and mutual respect.
Providing and receiving feedbacks is an important practice that will be
beneficial for both the manager and employee. Asumeng (2013) conclude
Self-disclosure, Leadership, and Trust 6
“that an employee or manager who actively seeks feedback about his or
her job performance is assumed to be more effective in his or her job than
the one who does not, suggesting feedback-performance link”.
The best way to receive and give feedback is by asking questions and
listening to their responses. Asking questions like what can I do to be
more effective? And, what would you like me to do more or, less?
Listening is as important as asking questions. Oyinlade (2006)
explain that “good listening skills: ability to listen carefully,
without prejudgment, empathize with the speaker and honestly try
to understand the speaker’s point of view”.
o For your employees to receive your feedback in a positive way, you should make
sure they feel they can trust you.
What is the definition of trust?
Victor (2000) believes “trust is one of the most cherished values in
relationships and yet perhaps the least understood concept in the
workplace. Trust is a sense of belief a person has of others. That
feeling of belief is based on integrity, reliability and caring.”
There are major benefits for creating an atmosphere of trust.
Amogbokpa (2010) sees how “trustworthiness allows leaders to
take advantage of member skills and abilities without taking
advantage of members, thereby creating and organizational climate
of mutual trust and commitment.”
Self-disclosure, Leadership, and Trust 7
When leaders consistently follow through on promises, it creates a
strong element of trust (Tracy, 2014).
The process of creating an environment where people are willing
to trust you start with your ability to anticipate the need of others.
Trust is a behavior of competence, integrity, and caring. A leader
will keep his or her commitment and loyalty to his organizations
and subordinates.
Lack of trust is the most common and the most serious barrier to
self-disclosure.
When there is the lack of trust, people are less likely to discuss
problems and issues. Therefore, trust declines when
communication closes. “This lack of trust not only affected staff
morale, it decreased efficiency and increased cost due to
unnecessary duplication, poor communication and lack of
cooperation. It retarded the spirit of innovation and willingness to
put in the extra mile. The lack of trust also killed staff loyalty and
increased staff turnover” (Victor, 2000).
Victor (2000) believed that “when there is a low level of trust,
people in organisations tend to only to look after their own
interests.” This is a mentality that can divide workers and work
against creating a strong workplace community.
Self-disclosure, Leadership, and Trust 8
Conclusion
“Leadership has often defined as a journey. The journey begins with the starting
point, and that starting point is the self” (Tracy, 2014).
Communication without self-disclosure and trust is like reading a blank piece of
paper; leadership is the ability to create and understand messages within personal
fields of experience.
Applying some basic interpersonal concepts such as self-disclosure, trust, and the Johari
Window are ways to help leaders have better insight into best management practices.
As communicators, leaders, as well as followers, need to actively listen to each
other, recognize everyone’s leadership, acknowledge team members, look to one’s
self before placing blame, take responsibility, honor commitment and develop an
environment of trust and respect.
Self-disclosure, Leadership, and Trust 9
References
Amogbokpa, T. G. (2010). The connection between the two facets of trust (supervisor trust and
subordinate trust) and leader-member exchange relationship in two manufacturing
organizations. Retrieved from
https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do
cview/758921993?accountid=40795
Asumeng, M. (2013). The effect of employee feedback-seeking on job performance: An
empirical study. International Journal of Management, 30(1), 373-388. Retrieved from
https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do
cview/1315212911?accountid=40795
Beck, C. E. (1994). Theory and the profession. Technical Communication, 41(4), 753. Retrieved
from
https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do
cview/220979248?accountid=40795
Burns, J. M. (2010). Leadership. New York: Harper Perennial.
Hargie, O., & Dickson, D. (2004). Skilled Interpersonal Communication: Research, Theory,
and Practice. London: Taylor & Francis.
Oyinlade, A. O. (2006). A method of assessing leadership effectiveness: Introducing the essential
behavioral leadership qualities approach. Performance Improvement Quarterly, 19(1),
25-40. Retrieved from
https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do
cview/218577306?accountid=40795
Self-disclosure, Leadership, and Trust 10
Tracy, B. (2014). Leadership (The Brian Tracy Success Library). Saranac Lake, US: Amacom.
Retrieved from http://www.ebrary.com
Victor S. L. T. (2000, March 11). The missing link in organisations. New Straits
Times. Retrieved from
https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do
cview/266561360?accountid=40795
