Unmasking leadership: The power of leader self-disclosure in development programs

Why are leaders afraid to tell others about themselves? Research on the intersection of self-disclosure and leadership remains fragmented and has yet to offer solid, evidence-based recommendations for leadership development. In this conceptual review, we leverage existing disclosure decision models (Greene, Derlega, & Mathews, 2006; Omarzu, 2000) to introduce a tailored disclosure decision model designed specifically for leadership development contexts. By pinpointing common factors that encourage self-disclosure, we delineate three categories for self-disclosure within leadership development: self-focused, interpersonal focused, and impact-focused tactics. Building on foundational coaching principles, we suggest methods by which leadership development programs can encourage the habitual practice of appropriate leader self disclosure. We conclude by discussing the theoretical implications of our findings and suggesting avenues for future research.