At minimum, your outline should be 5-8 pages, include a thesis statement, and include your references. It should contain proper grammar, be free of spelling errors, and reflect critical thinking.PLEA
Running head: Self -disclosure, Leadership and Trust 1 Self -disclosure, Leadership , and Trust [Student Name] COM 4015 Professor Andrea Fortin Self -disclosure, Leadership, and Trust 2 Self -disclosure, Leadership , and Trust Introduction Communication is a commitment or priority in any healthy relationship, including the one between a man ager and his or her subordinate; strong relationships start with establishing good communication. “A Gallup study of 7,272 U.S adults reveale d that one in two had left their job to get away from their manager to improve their overall life at some point in their career” (Harter & Adkins, 2015). o This behavior is the result of the lack of communication that is existing in the workplace , and defines the significance of this research . o There is c onsiderable evidence that employees expect to have better communication with their bosses. “Employees value communication from their manager not just about their roles and responsibilities, but also about what happens in their lives outside of work” (Harte r, Adkins, 2015). This research explores the intersection between self -disclosure, leadership, and trust to better unders tand how we can cultivate better interpersonal relationships between supervisors and subordinates . Transition : First, I will define self -disclosure. What is self -disclosure? Self -disclosure is the process of letting another person kno w what you think, feel or want. Self -disclosure has two elements: “First, there is the intriguing entity of the ‘self”, and what exactly this comprises. Second, there is the Self -disclosure, Leadership, and Trust 3 process of “disclosure” where by the individual opens up some aspect of self to others" (Hargie, Dickson, 2004). o Self -disclosure promotes and improves relationship communication within an organization. Self -disclosure can lead to more open and supportive environments. Expectations shou ld be apparent and communicated well. Burns (2010) believes those who want to be gr eat leaders should ma ke a point to learn how to express “views, ideas, and goals ” very clearly to others. While support for self -disclosure is backed up by research, we have to remember not to go “too ” far, and avoid maki ng people uncomfortable by revealing too much personal information. Transition : Now, I will review how the Johari Window is a concept that can help people understand how they are perceived in the workplace. o The Johari Window: A model for self -understanding and understanding others. This model can be used effectively in helping us to understand ourselves and in building better relationships with others. In addition, it can be used to get along better with co -workers. The four panes of the Johari Win dow: Open, Blind, H idde n, and Unknown. The O pen area represents the public or awareness area . It contains information that both we and others kno w. Information that we Self -disclosure, Leadership, and Trust 4 don’t mind admitting. For instance, non -threatening information as age, favorite food and where we went to school. The b lind a rea contains information about ourselves that others know, but we are not yet aware. For example, when we speak with our hands, but we are not aware that we do unt il someone points it out to us. The hidden area contains information about ourselves (information that we know that others do not) , and we are unwilling to share because of trust issues. For instance , a problem wi th substance abuse or an affair that we are hiding from sign ificant others. The u nknown area cover s information that is unkn own to us and to others. This is the area of unrecognized talent, motives, or early childh ood memories that influence our behavior. We might have a positive reaction to a physical attribute that we are not aware of neither is anyone else. For example, we might easily become skilled at skydiving but we don’t know that about ourselves because we never been skydiving. The four panes of Johari Windows are interrelated. The effect of any changes to one pane impact the size of the others. Thus, as relationship s develop, the open area grow s. “Communication and interpersonal relations are generally enhanced as the blind self becomes smaller. In some traumatic areas of life, however, people cannot face the blind self; so Self -disclosure, Leadership, and Trust 5 revelations are best dealt with cautiously or in the company of professional counselors and therapists” (Beck,1994). The four panes of the Johari Window will help a manager c onceptualize four kinds of information areas involved in communication. Play an important role in facilitating feedback and disclosure among group members, and in directly giving feedback to individuals about their own blind areas. Additionally, the Johari Window can help us see what may or may not be workplace appropriate. Bringing up intimate details of th e past are not always necessary. However, sometimes it is good to acknowledge things that people may not realize themselves (lou d noises or rude behaviors in the workplace). Transition : Now that we have overviewed some basic interpersonal concepts , I will discuss how to provide helpful feedback to employees. Self -disclosure and fee dback: two ways of communicating within our thoughts, ideas, and feelings. These two forms of communication can be transform into constructive criticism and positive evaluation. o Evaluation and feedback by subordinates and peers collected from several sour ces can be done effectively using candor, openness and mutual respect. Providing and receiving feedbacks is an important practice that will be beneficial for both the manager and employee. Asumeng (2013) conclude Self -disclosure, Leadership, and Trust 6 “that an employee or manager who actively seeks feedback about his or her job performance is assumed to be more effective in his or her job than the one who does not, sugge sting feedback -performance link ”. The best way t o receive and give feedback is by asking questions and listening to their resp onses. Asking question s like what can I do to be more effective? And, what would you like me to do more or, less? Listening is as important as asking questions . Oyinlade ( 2006) explain that “ good listening skills: ability to listen carefully, without prejudgment, empathize with the speaker and honestly try to understand the speaker’s point of view ”. o For your employees to receive your feedback in a positive way, you should make sure they feel they can trust you. W hat is the definition of trust? Victor (2000) believes “trust is one of the most cherished values in relationships and yet perhaps the least understood concept in the workplace. Trust is a sense of belief a person has of others. That feeling of belief is based on int egrity, reliability and caring. ” There are major benefits for creating an atmosphere of trust.Amogbokpa (2010) sees how “trustworthiness allows leaders to take advantage of member skills and abil ities without taking advantage of members, thereby creating and organizational climate of mutual trust and commitment .” Self -disclosure, Leadership, and Trust 7 W hen leaders consistently follow through on promises, it creates a strong element of trust (Tracy, 2014 ). The process of creating an environment where people are willing to trust you start with your ability to anticipate the need of others. Trust is a behavior of competence, integrity, and caring. A leade r will keep his or her commitment and lo yalty to his organizations and subordinates. Lack of trust is the most common and the most se rious barrier to self -disclosure. W hen there i s the lack of trust, people are less likely to discuss proble ms and issues. Therefore, trust declines when communication closes. “This lack of trust not only affected staff morale, it decreased efficiency and increased cost due to unnecessary duplication, poor communication and lack of cooperation. It retarded the spirit of innovation and willingness to put in the extra mile. The lack of trust also killed staff loyalty and increased staff turnover ” (Victor, 200 0). Victor (2000) believed that “when there is a low level of trust, people in organisations tend to only to look after their own interests .” This is a mentality that can divide workers and work against creating a strong workplace community. Self -disclosure, Leadership, and Trust 8 Concl usion “Leadership ha s often defined as a journey. Th e journey begins with the starting point, and that starting point is the self” (Tracy, 2014). Communica tion without self -disclosure and trust is like reading a blank piece of paper ; leadership is the ability to create and understand messages within personal fields of experience. Applying some basic interpersonal concepts such as self -disclosure, trust, and the Johari Wi ndow are ways to help leaders have b etter insight into best management prac tices. As communicators, leaders, as well as followers, need to actively listen to eac h other, recognize everyone’s leadership, acknowledge team members, look to one’s self before placing blame, take responsibility, honor commitment and develop an environment of trust and respect . Self -disclosure, Leadership, and Trust 9 References Amogbokpa, T. G. (2010 ). The connection between the two facets of trust (supervisor trust and subordinate trust) and leader -member exchange relationship in two manufacturing organizations . Retrieved from https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do cview/758921993?accountid=40795 Asumeng, M. (2013). The effect of employee feedback -seeking on job performance: An empirical study. International Journal of Management, 30 (1), 373 -388. Retrieved from https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do cview/1315212911?accountid=40795 Beck, C. E. (1994). Theory and the profession. Technical Communication, 41 (4), 753. Retrieved from https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do cview/220979248?accountid=40795 Burns, J. M. (2010). Leadership . New York: Harper Perennial. Hargie, O., & Dickson, D. ( 2004). Skilled Interpersonal Communication: Research, Theory, and Practice . London: Taylor & Francis. Oyinlade, A. O. (2006). A method of assessing leadership effectiveness: Introducing the essential behavioral leadership qualities approach. Performance Improvement Quarterly, 19 (1), 25 -40. Retrieved from https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do cview/218577306?accountid=40795 Self -disclosure, Leadership, and Trust 10 Tracy, B. (2014). Leadership (The Brian Tracy Success Library) . Saranac Lake , US: A macom . Retrieved from http://www.ebrary.com Victor S. L. T. (2000, Mar ch 11). The missing link in organisations. New Straits Times . Retrieved from https://hodges.idm.oclc.org/login?url=http://search.proquest.com.hodges.idm.oclc.org/do cview/266561360?accountid=40795
