Previous research has strongly supported the importance of supervisor leadership style in employee satisfaction and productivity in the workplace. Although the use of referent power is a key factor in successful leadership, little research has been conducted to identify specific communicative behaviors that enable a supervisor to establish a referent power base. Given that positive affect, specifically liking, is the basis for the enactment of referent power, this study examines the relationship between a supervisor's selfdisclosure behavior and the extent to which an employee likes his or her supervisor. A sample of working professionals (N=168) was surveyed and asked to respond to several scales that assessed their current supervisor's self-disclosure behavior and one scale that assessed how much they liked that supervisor. A hierarchical regression was conducted and results indicated that both perceived motivation for self-disclosure and self-disclosure appropriateness predicted an employee's liking for his or her supervisor. Implications for practice and directions for future research are offered.