When sharing hurts: How and why self-disclosing weakness undermines the task-oriented relationships of higher status disclosers

Kerry Roberts Gibson, Dana Harari and Jennifer Carson Marr

Organizational Behavior and Human Decision Processes, 2018, vol. 144, issue C, 25-43

Abstract: It is generally believed that self-disclosure has positive effects, particularly for relationships; however, we predict and find negative effects in the context of task-oriented relationships. Across three laboratory experiments, we find that both task-relevant (Study 1) and task-irrelevant (Studies 2 and 3) weakness disclosures, made by a higher (versus peer) status coworker during an interdependent task, negatively affected the receiver’s perception of the discloser’s status and consequently undermined the discloser’s influence, encouraged task conflict, and led to lower relationship quality with the discloser. Peer status disclosers did not trigger these negative responses. We find support for perceived vulnerability as the proposed psychological process (Study 3). Specifically, higher (but not peer) status disclosers experience a status penalty after weakness disclosures because these disclosures signal vulnerability, which violates the expectations people have for higher (but not peer) status coworkers. These findings provide insight into the effects of self-disclosing weakness at work and the ways in which high status employees may inadvertently trigger their own status loss.

Keywords: Self-disclosure; Status; Workplace relationships; Influence; Vulnerability (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:144:y:2018:i:c:p:25-43

DOI: 10.1016/j.obhdp.2017.09.001

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