PurposeDrawing on a cognitive attribution approach to charismatic leadership, this study identifies an overlooked influence behavior – supervisor self-disclosure of a traumatic loss as contributing to subordinate charismatic attributions (e.g. idealized influence) and trust toward their supervisor.Design/methodology/approachEmploying an experimental vignette method, participants (n = 201) were assigned to one of two conditions: (1) supervisor self-disclosure of traumatic loss or (2) control condition, and then reported on charismatic attributions about the supervisor in the scenario and trust toward the supervisor.FindingsThe results revealed that supervisors’ self-disclosure to subordinates influences subordinate attributions of charisma toward their supervisors and affective-based, cognitive-based trust.Research limitations/implicationsWhile an experimental approach supports causal inference, future research may consider the long-term effects of supervisors’ self-disclosure on subordinates’ attributions and trust.Practical implicationsSelf-disclosure may be used authentically but cautiously to build relationships with subordinates and potentially benefit management development programs.Originality/valueThis study provides the first empirical insights into how a supervisor’s disclosure of a traumatic loss – an uncharted territory – affects subordinates’ perceptions of the supervisor’s charisma and subsequent trust.