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A rise in collaborative workplaces and dynamic teams over recent years has heightened the demand for "authenticity" and "instant intimacy," and managers are supposed to set an example. But sharing thoughts, feelings, and experiences at work can backfire if it's hastily conceived, poorly timed, or inconsistent with cultural or organizational norms. Getting it right can be challenging for leaders at any stage of their careers. The authors draw on four decades' worth of research in social and organizational psychology to look at common mistakes executives make when they're trying to be authentic and to offer a five-step plan for moving toward more-effective self-disclosure: (1) Set the foundation with self-knowledge. The best approach is to solicit honest feedback from coworkers and follow it up with coaching. (2) Consider relevance to the task. Before sharing personal information, ask yourself if it's germane to the situation. (3) Keep revelations genuine. Making up or exaggerating stories is easily discovered and can damage credibility. (4) Understand the organizational and cultural context. Some societies are more inclined than others to disclose personal information. (5) Delay or avoid very personal disclosures. First take note of how open others are. The authors include a tool to help you assess when and when not to share.

Leaders are vulnerable, too. That is, they can be led astray just as their followers can--actually, by their followers. Sometimes, good leaders end up making poor decisions because well-meaning followers are united and persuasive about a course of action. This is a particular problem for leaders who attract and empower strong followers. These executives need to become more skeptical of the majority view and push followers to examine their opinions more closely. At other times, leaders get into trouble because they are surrounded by followers who fool them with flattery and isolate them from uncomfortable realities. Charismatic leaders, who are most susceptible to this problem, need to make an extra effort to unearth disagreement and to find followers who are not afraid to pose hard questions. Organizational mechanisms like 360-degree feedback and executive coaching can help these leaders get at the truth within their companies. Finally, unscrupulous and ambitious followers may end up encroaching on the authority of the leader to such an extent that the leader becomes little more than a figurehead who has responsibility but no power. There's not much leaders can do to guard completely against a determined corporate Iago, but those who communicate and live by a positive set of values will find themselves better protected. And because followers tend to model themselves after their leaders, the straightforward leader is less likely to have manipulative followers. In this article, George Washington University Professor Lynn Offermann explores each of these dynamics in depth, arguing that leaders need to stir debate, look for friends who can deliver bad news, and communicate and act on a solid set of values.