Unveiling the Curtain: A Social Identity Perspective on Leader Self-Disclosure

• In Event: Serving Leaders

Short Description

Drawing on Hogg’s (2001) social identity approach to leader and follower dynamics, this conceptual paper presents a dyadic theoretical model to illustrate the process effects of leader self-disclosure — or sharing a personal story of adversity and resilience — on follower perceptions of inclusion in the work environment.

Participants

• Ai Ito, NEOMA Business School

• Michelle Bligh, Claremont Graduate University

• Jennifer Harrison, NEOMA Business School