How Much Sharing Is Too Much At Work And Online?
How leaders share personal thoughts can shape team trust and performance. New findings highlight the risks of oversharing, from emotional instability to weakened empathy. Yet, when done thoughtfully, self-disclosure can build stronger, more engaged teams.
Research shows that excessive self-disclosure often stems from poor emotional control or narcissistic traits. Leaders who lack restraint may burden others with unfiltered thoughts, creating instability rather than connection. Online oversharing, in particular, is frequently tied to negative emotions and neediness rather than genuine closeness.
In contrast, leaders who share personal reflections with care can foster trust and authenticity. By modelling humility and admitting fallibility, they create psychological safety, which boosts team performance. Vulnerability, when balanced, shifts focus from impression management to learning, lowering defensive barriers and encouraging open communication.
The key lies in judgement—knowing what to share, when, and for whose benefit. Leaders who overcompensate for insecurities by projecting constant confidence may stifle vulnerability in others. Meanwhile, those who disclose thoughtfully can strengthen engagement and commitment without crossing into emotional exhibitionism.
The impact of self-disclosure depends on how it is managed. Poorly regulated sharing risks emotional dysregulation and weakened team dynamics. But when leaders strike the right balance, their openness can build trust, improve performance, and create a more effective team environment.
