Supervisors’ self-disclosure enhances subordinates’ trust: the mediating role of subordinates’ charismatic attributions

Purpose Drawing on a cognitive attribution approach to charismatic leadership, this study identifies an overlooked influence behavior – supervisor self-disclosure of a traumatic loss as contributing to subordinate charismatic attributions (e.g. idealized influence) and trust toward their supervisor. Design/methodology/approach Employing an experimental vignette method, participants (n = 201) were assigned to one of two conditions: (1) supervisor self-disclosure of traumatic loss or (2) control condition, and then reported on charismatic attributions about the supervisor in the scenario and trust toward the supervisor. Findings The results revealed that supervisors’ self-disclosure to subordinates influences subordinate attributions of charisma toward their supervisors and affective-based, cognitive-based trust. Research limitations/implications While an experimental approach supports causal inference, future research may consider the long-term effects of supervisors’ self-disclosure on subordinates’ attributions and trust. Practical implications Self-disclosure may be used authentically but cautiously to build relationships with subordinates and potentially benefit management development programs. Originality/value This study provides the first empirical insights into how a supervisor’s disclosure of a traumatic loss – an uncharted territory – affects subordinates’ perceptions of the supervisor’s charisma and subsequent trust.